Fostering Knowledge Sharing Attitudes and Behaviours in Terms of Expatriation

2016 ◽  
Vol 39 (1) ◽  
pp. 67-84
Author(s):  
Joanna Purgał‑Popiela
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Management Practices ◽  
Foreign Subsidiaries ◽  
Cross Border

Fostering knowledge sharing attitudes and behaviours within interactions between expatriates and local employees is an interesting, yet understudied issue that is critical for improving management practices aimed to support cross‑border knowledge transfer. Therefore, the purpose of this article is: (1) to explain the mechanism and context of knowledge sharing in such conditions, (2) to find out how organizations can exert influence on occurrence and course of such interactions, (3) to determine the stage of research on knowledge sharing in terms of expatriation in foreign subsidiaries located in Poland.

scholarly journals Interpersonal cross border knowledge transfer within the multinational enterprise: Subsidiary power, intra-MNE competition and cultural intelligence

2021 ◽  
Author(s):  
◽  
Himadree Phookan
Keyword(s):  
Knowledge Transfer ◽  
Boundary Conditions ◽  
Knowledge Sharing ◽  
Conceptual Model ◽  
Indirect Effect ◽  
Cultural Intelligence ◽  
Cross Border ◽  
Knowledge Transfers ◽  
Knowledge Seeking ◽  
The Impact

<p>Cross border knowledge transfer is not only a major activity of multi-national enterprises (MNEs), but also the very reason for their existence. Most of the literature has investigated cross-border knowledge transfer at the firm level - with the headquarters or the subsidiaries as the actors. However, the action of knowledge transfer occurs between people within organizations but not between amorphous organizations. To account for the heterogeneous, independent individual behaviour, which may not always align with organizational objectives, I investigate interpersonal cross-border knowledge transfers (knowledge seeking and sharing) between subsidiaries in an MNE.  Based on the Social Identity Theory (SIT) insights, my proposed conceptual model hypothesised the impact of subsidiary power on interpersonal knowledge seeking and sharing being mediated by organisational identity of the individuals. It also includes two boundary conditions, intra-MNE competition and cultural intelligence, due to which knowledge transfer outcomes are likely to vary. The proposed conceptual model is tested using a questionnaire survey data from 333 employees from 40 R&D subsidiaries of foreign MNEs in India. Before analysing the data with Conditional Process Analysis using the PROCESS macro within SPSS, a Confirmatory Factor Analysis was conducted with the help of AMOS.  The findings suggest that subsidiary power has a significant direct effect on knowledge sharing and an indirect effect on knowledge seeking. The results show that when it comes to seeking knowledge from another subsidiary, subsidiary power influences employees’ seeking behaviour due to the organizational identification of employees. Whereas, although the decision to share knowledge is influenced by subsidiary power, it is due to factors other than identification. Further, cultural intelligence is found to moderate the indirect effect on knowledge seeking and intra-MNE competition moderates the indirect effect on knowledge sharing.  My study makes three key contributions. Firstly, I bring in SIT insights to the knowledge governance approach (KGA). I have argued and proposed identity based KGA mechanisms such as subsidiary power and intra-MNE competition which influence individual level knowledge transfer. Such mechanisms (although not governance mechanisms per se) can be used by the subsidiary to govern individual knowledge exchanges across the border. Secondly, I contribute by examining two boundary conditions for the subsidiary power and interpersonal knowledge transfer relationships. This explains under what conditions the effect of subsidiary power is strengthened or weakened. Finally, by conducting the study in the context of India, which is fast emerging as a R&D hub for MNEs from different countries, the study provides insights to employees’ knowledge exchange behaviour which is crucial for knowledge transfers within the MNEs and for their success.</p>

Recruitment of local human resources and its effect on foreign subsidiaries in Japan

2019 ◽  
Vol 42 (8) ◽  
pp. 1014-1032 ◽  
Author(s):  
Manami Suzuki ◽  
Naoki Ando ◽  
Hidehiko Nishikawa
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Intercultural Competence ◽  
Professional Training ◽  
Organizational Knowledge ◽  
Ordinary Least Squares ◽  
Foreign Subsidiaries ◽  
Content Type ◽  
The Relationship ◽  
Positive Effect

Purpose This paper aims to investigate three different orientations of recruitment (profession-sensitive, language-sensitive and interculture-sensitive recruitment) and their effect on the foreign subsidiaries of multinational corporations (MNCs). Design/methodology/approach This study examines the relationship among three different orientations of recruitment and knowledge transfer from parent firms to foreign subsidiaries. Data are collected from local managers in MNCs’ subsidiaries operating in Japan using a questionnaire. The hypotheses are tested by using ordinary least squares resression (OLS). Findings The results of this study indicate that each of the three orientations of recruitment positively influences the knowledge transfer of MNCs. In particular, the positive effect of profession-sensitive recruitment is enhanced when foreign subsidiaries are established through acquisition. The positive effect of interculture-sensitive recruitment on knowledge transfer is also strengthened by offering professional training. Research limitations/implications This study is subject to several limitations. The sample size is small, and the data were collected from a single country. In addition, the respondents’ positions in an organizational hierarchy have not been taken into account. Despite these limitations, this study can be considered the first step toward future research on the relationship between different orientations of recruitment and intra-organizational knowledge transfer. Practical implications The results of this study indicate that not only profession-sensitive recruitment but also language-sensitive and interculture-sensitive recruitment are important for intra-organizational knowledge sharing. This study suggests that local employees with intercultural competence have the potential to improve subsidiary performance through knowledge sharing with parent firms if they are provided with professional training. Originality/value This study has empirically examined the complex mechanism of the three important factors (professional, language and intercultural competence) in recruitment and their influence on knowledge transfer. In particular, this study emphasizes language-sensitive recruitment and interculture-sensitive recruitment, which have received less attention than profession-sensitive recruitment in international business research. Moreover, this study focuses on the relationship between recruitment and knowledge sharing in a cross-border setting, which few studies in the human resource management area have examined.

scholarly journals Interpersonal cross border knowledge transfer within the multinational enterprise: Subsidiary power, intra-MNE competition and cultural intelligence

2021 ◽  
Author(s):  
◽  
Himadree Phookan
Keyword(s):  
Knowledge Transfer ◽  
Boundary Conditions ◽  
Knowledge Sharing ◽  
Conceptual Model ◽  
Indirect Effect ◽  
Cultural Intelligence ◽  
Cross Border ◽  
Knowledge Transfers ◽  
Knowledge Seeking ◽  
The Impact

<p>Cross border knowledge transfer is not only a major activity of multi-national enterprises (MNEs), but also the very reason for their existence. Most of the literature has investigated cross-border knowledge transfer at the firm level - with the headquarters or the subsidiaries as the actors. However, the action of knowledge transfer occurs between people within organizations but not between amorphous organizations. To account for the heterogeneous, independent individual behaviour, which may not always align with organizational objectives, I investigate interpersonal cross-border knowledge transfers (knowledge seeking and sharing) between subsidiaries in an MNE.  Based on the Social Identity Theory (SIT) insights, my proposed conceptual model hypothesised the impact of subsidiary power on interpersonal knowledge seeking and sharing being mediated by organisational identity of the individuals. It also includes two boundary conditions, intra-MNE competition and cultural intelligence, due to which knowledge transfer outcomes are likely to vary. The proposed conceptual model is tested using a questionnaire survey data from 333 employees from 40 R&D subsidiaries of foreign MNEs in India. Before analysing the data with Conditional Process Analysis using the PROCESS macro within SPSS, a Confirmatory Factor Analysis was conducted with the help of AMOS.  The findings suggest that subsidiary power has a significant direct effect on knowledge sharing and an indirect effect on knowledge seeking. The results show that when it comes to seeking knowledge from another subsidiary, subsidiary power influences employees’ seeking behaviour due to the organizational identification of employees. Whereas, although the decision to share knowledge is influenced by subsidiary power, it is due to factors other than identification. Further, cultural intelligence is found to moderate the indirect effect on knowledge seeking and intra-MNE competition moderates the indirect effect on knowledge sharing.  My study makes three key contributions. Firstly, I bring in SIT insights to the knowledge governance approach (KGA). I have argued and proposed identity based KGA mechanisms such as subsidiary power and intra-MNE competition which influence individual level knowledge transfer. Such mechanisms (although not governance mechanisms per se) can be used by the subsidiary to govern individual knowledge exchanges across the border. Secondly, I contribute by examining two boundary conditions for the subsidiary power and interpersonal knowledge transfer relationships. This explains under what conditions the effect of subsidiary power is strengthened or weakened. Finally, by conducting the study in the context of India, which is fast emerging as a R&D hub for MNEs from different countries, the study provides insights to employees’ knowledge exchange behaviour which is crucial for knowledge transfers within the MNEs and for their success.</p>

scholarly journals Knowledge Transmission in Light of Recent Transformations in the Workplace

2012 ◽  
Vol 67 (2) ◽  
pp. 304-324 ◽  
Author(s):  
Esther Cloutier ◽  
Élise Ledoux ◽  
Pierre-Sébastien Fournier
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practices ◽  
Work Teams ◽  
Health And Safety ◽  
Food Service ◽  
Experiential Knowledge ◽  
Work Intensification ◽  
Flexible Management ◽  
The Impact

In a context of changing demographics and transformations to the world of work, concerns about age management are gradually turning into concerns about knowledge management. The vast experiential knowledge and diverse skills developed by workers to cope with the numerous situations encountered in the course of their work and to protect themselves against risks to their health and safety constitute part of the intangible assets vital to the sustainability of worker expertise and even the survival of the organization. Management practices play an important role in helping safeguard experiential knowledge in organizations. However, the transformations that have been taking place in recent years in response to an unstable economic climate have driven organizations to introduce a number of changes in workplaces. Three case studies, conducted in Quebec, each focused on the study of a specific occupation (film technicians, food service helpers, and homecare nurses), and based on interviews and observations made in the field, will be presented in an effort to describe the impact of some of these changes, namely precarious employment, flexible management practices and work intensification, on knowledge sharing in real work situations. The results suggest that by undermining work teams and increasing the workload of experienced workers, these changes actually hinder the knowledge sharing process. In fact, in such a context, the work teams are continually being reconfigured, which can demotivate experienced workers who constantly have to initiate new recruits despite already having a work overload. Possible avenues for research are proposed with a view to helping organizations cope with these changes in a way that supports the experiential knowledge transfer and sharing process so vital to organizational performance and the preservation of worker health.

scholarly journals INCA: A cognitive multi-agents architecture for designing intelligent & adaptive learning systems

2005 ◽  
Vol 2 (2) ◽  
pp. 99-114 ◽  
Author(s):  
Thierry Nabeth ◽  
Liana Razmerita ◽  
Albert Angehrn ◽  
Claudia Roda
Keyword(s):  
Knowledge Sharing ◽  
Adaptive Learning ◽  
Management Practices ◽  
Learning Systems ◽  
Learning System ◽  
Cognitive Agents ◽  
E Learning ◽  
Personal Agent ◽  
Adaptive Learning Systems ◽  
Multi Agents

This paper presents a cognitive multi-agents architecture called Intelligent Cognitive Agents (InCA) that was elaborated for the design of Intelligent Adaptive Learning Systems. The InCA architecture relies on a personal agent that is aware of the user's characteristics, and that coordinates the intervention of a set of expert cognitive agents (such as story telling agents, assessment agents, stimulation agents or help agents). This InCA architecture has been applied for the design of K"InCA, an e-learning system aimed at helping people to learn and adopt knowledge-sharing management practices.

Knowledge Management

2018 ◽  
pp. 232-261 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Knowledge Mapping ◽  
Sustainable Competitive Advantage ◽  
Process Technology

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.

Sign in / Sign up

Export Citation Format

Share Document