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Abstract

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 2
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 7 September 2012

Kenneth Husted, Snejina Michailova, Dana B. Minbaeva and Torben Pedersen

This paper aims at further developing and empirically examining the concept of knowledge‐sharing hostility. It seeks to analyze reasons for hoarding knowledge, reasons for

Abstract

Purpose

This paper aims at further developing and empirically examining the concept of knowledge‐sharing hostility. It seeks to analyze reasons for hoarding knowledge, reasons for rejecting external knowledge, and attitudes towards mistakes, as well as the influence of these factors on actual knowledge‐sharing behavior. The paper aims to examine how two specific knowledge‐governance mechanisms – commitment‐based and transaction‐based mechanisms – affect knowledge sharing

Design/methodology/approach

The authors test the hypotheses on a sample of 1,639 respondents in 15 organizations in Denmark.

Findings

The authors find that the use of transaction‐based mechanisms promotes knowledge‐sharing hostility by strengthening individuals' reasons for hoarding and rejecting knowledge, and by negatively affecting individuals' attitudes towards sharing knowledge about mistakes. In contrast, the use of commitment‐based mechanisms diminishes knowledge‐sharing hostility among individuals.

Originality/value

The contribution of the paper is two‐fold. First, it responds to the clear need to examine individual characteristics related to withholding knowledge in organizations. Second, by delineating specific organizational governance mechanisms that are critical for dealing with knowledge‐sharing hostility, the research responds to the call for research aimed at explaining and detailing problems that lie in the intersection of organization and knowledge processes.

Details

Journal of Knowledge Management, vol. 16 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 February 2005

Dana B. Minbaeva

The purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.

Abstract

Purpose

The purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.

Design/methodology/approach

It is suggested that the employment of human resource practices, which affect absorptive capacity of knowledge receivers and support organizational learning environment, is positively related to the degree of knowledge transfer to the subsidiary. Moreover, the higher degree of knowledge transfer is expected when HRM practices are applied as an integrated system of interdependent practices. Hypotheses derived from these arguments are tested on the data from 92 subsidiaries of Danish multinational corporations (MNCs) located in 11 countries.

Findings

Results of the analysis indicated the existence of two groups of HRM practices conducive to knowledge transfer. The simultaneous effect of the first group of HRM practices consisting of “staffing”, “training”, “promotion”, “compensation” and “appraisal” on the degree of knowledge transfer was found to be positive and substantial. The hypothesis regarding the effect of corporate socialization mechanisms and flexible working practices (the second group of HRM practices) was not supported by the data. The analysis also indicated that some HRM practices have a complementary effect on the degree of knowledge transfer when they are applied as a system.

Research limitations/implications

While this study makes a contribution to our understanding of the relationship between HRM practices and knowledge transfer in the MNC, clearly, additional research is needed to develop this link further, which until now has been largely black‐boxed.

Originality/value

Makes a contribution to our understanding of the relationship of HRM practices and knowledge transfer in MNCs.

Details

Personnel Review, vol. 34 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

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Article
Publication date: 6 June 2016

Dana Minbaeva and Steen Erik Navrbjerg

The purpose of this paper is to investigate how the implementation of headquarters-originated employment practices affect multinational corporation (MNC) ability to…

Abstract

Purpose

The purpose of this paper is to investigate how the implementation of headquarters-originated employment practices affect multinational corporation (MNC) ability to exploit the value of organizational social capital of the acquired subsidiary.

Design/methodology/approach

The authors use qualitative insights collected over 16 years from a Danish company to illustrate how a foreign MNC’s interference with the balanced structure of relations, norms, and roles in a subsidiary jeopardized the value of existing social capital.

Findings

The authors argue that changes in the collective perception of employment practices create the collective response, constructive or destructive, resulting respectively in the gain or loss of the performance benefits arising from organizational social capital.

Practical implications

The authors suggest two guidelines and two general propositions for future research on the value of organizational social capital in international takeovers.

Originality/value

The results indicate that local management and employees could use organizational social capital as a unique feature of the local business system when competing with other subsidiaries in the same MNC.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 3 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

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Article
Publication date: 1 December 2004

Dana B. Minbaeva and Snejina Michailova

Research on multinational corporation (MNC) knowledge transfer has argued continuously for the behavior of knowledge senders to be a determinant of knowledge transfer…

Abstract

Research on multinational corporation (MNC) knowledge transfer has argued continuously for the behavior of knowledge senders to be a determinant of knowledge transfer. Although the importance of disseminative capacity regarding knowledge transfer has been illustrated in numerous conceptual studies, substantial empirical support is largely absent. Based on previous studies, re‐operationalizes disseminative capacity as being dependent upon the ability and the willingness of organizational actors to transfer knowledge where and when it is needed in the organization. Using the context of expatriation, suggests that MNCs may apply different mechanisms depending on whether they want to develop expatriates' ability or willingness to transfer knowledge. Suggests that MNCs may enhance expatriates' willingness to transfer knowledge through the employment of long‐term expatriate assignments, whereas expatriates' ability to transfer knowledge may be increased through their involvement in temporary assignments such as short‐term assignments, frequent flyer arrangements, and international commuting. Tests the hypotheses empirically based on data from 92 subsidiaries of Danish MNCs located in 11 countries.

Details

Employee Relations, vol. 26 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

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Article
Publication date: 1 March 2013

Snejina Michailova, Daniel J. McCarthy and Sheila M. Puffer

This introductory paper aims to outline the reasons for optimism as well as for skepticism in regard to Russia's position in the group of BRIC nations and in the global economy.

Abstract

Purpose

This introductory paper aims to outline the reasons for optimism as well as for skepticism in regard to Russia's position in the group of BRIC nations and in the global economy.

Design/methodology/approach

The paper presents a brief overview of developments in Russia. This discussion serves as a contextual introduction to this special issue by embracing some of the common themes elaborated in the other papers that are featured in the issue.

Findings

The paper takes a balanced perspective by discussing both positive and negative trends in Russia's development.

Originality/value

The paper sets the context in which the other papers that comprise this special issue can be situated.

Details

Critical perspectives on international business, vol. 9 no. 1/2
Type: Research Article
ISSN: 1742-2043

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Article
Publication date: 5 June 2017

John Boudreau and Wayne Cascio

While human capital analytics (HCA) recently has developed enormous interest, most organizations still find themselves struggling to move from operational reporting to…

Abstract

Purpose

While human capital analytics (HCA) recently has developed enormous interest, most organizations still find themselves struggling to move from operational reporting to analytics. The purpose of this paper is to explore why that is the case and can be done to change that.

Design/methodology/approach

Referring to the “LAMP” model, the authors stress four elements as potential reasons why HCA are not sufficiently being “pushed” toward their audience, namely, logic, analytics, measures, and process. Similarly, they name five conditions why the wider use of HCA is not “pulled” in by the analytics user.

Findings

The authors investigations show that these “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

Practical implications

These “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

Originality/value

These “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 2
Type: Research Article
ISSN: 2051-6614

Keywords

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Article
Publication date: 7 November 2017

Lucien Alziari

The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in…

Abstract

Purpose

The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in the way that HR practitioners think about talent management and this is often the cause of credibility issues with business colleagues. The purpose of this paper is to identify core beliefs that underpin the practice of talent management if the function is to build credibility.

Design/methodology/approach

The paper identifies five core beliefs that should structure a discussion around, and underpin, the practice of talent management: notions of human capital management; questions about whether talent is generic or not; distinctions between talent management and HRM; decisions about who makes decisions about talent management; and moments of truth. It uses the case setting of Maersk to illustrate these beliefs and position the preferred conduct of talent management against them.

Findings

Organizations make distinctions between where good (not average) is “good enough” and where they need world-class talent to drive true competitive advantage. This capability perspective results in three different clusters of effort in terms of talent management. They manage investments so that they do not over-invest in less critical capabilities but can marshal scarce resources in areas where they need to be world class.

Practical implications

What is defined as talent in one setting might not be so in others. Strategies define capabilities and capabilities define talent. Attention must be given to all the other processes that support the deployment of talent to build specific organizational capabilities. As talent decisions are made by business leaders there needs to be a common mindset and decision-making logic for them to use. The 9 Box model is one such logic. Adopting any decision logic does not denote the outcome, rather it is how companies use the tool that determines the output.

Originality/value

The paper positions talent management within the strategic management discipline of business models and analysis of how organizations need to compete. It uses an industrial setting and professional experience base to link talent management to the wider management of organizational capabilities.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 4
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 26 September 2019

Ruihua Wang

Knowledge sharing in a master-apprentice pattern is the process of transferring tacit knowledge from masters to apprentices. In addition, 90 per cent of knowledge required…

Abstract

Purpose

Knowledge sharing in a master-apprentice pattern is the process of transferring tacit knowledge from masters to apprentices. In addition, 90 per cent of knowledge required for organizational innovation is tacit knowledge in the master-apprentice pattern. The purpose of this paper is to analyze the evolution of knowledge sharing in master-apprentice pattern and explore the consequences of how to improve the knowledge sharing in the master-apprentice pattern.

Design/methodology/approach

This paper uses asymmetric evolutionary game theory to study the evolutionary track of knowledge sharing in master-apprentice pattern of innovative organizations by analyzing the utility of masters and apprentices during the process of knowledge sharing in master-apprentice pattern of the innovative organization.

Findings

The results reveal that when the masters obtained utility from sharing knowledge is greater than that from hoarding knowledge, and the apprentices obtained utility from studying hard is greater than the costs, the innovative organization can get the largest utility from the knowledge sharing in the mater-apprentice pattern.

Research limitations/implications

The limitation of the research is that this paper mainly studies knowledge sharing among individuals and does not research knowledge sharing between individuals and organizations.

Practical implications

This research has extended the understanding of knowledge sharing in master-apprentice and its evolution path. Also, the obtained findings are conducive to promoting knowledge sharing in master-apprentice and improving human resource management in innovative organizations.

Originality/value

This paper attempts to construct the evolution path of knowledge sharing in master-apprentice pattern, which is a useful exploration of the dynamics of knowledge sharing in master-apprentice pattern and makes up for the shortcomings of the existing research.

Details

International Journal of Innovation Science, vol. 11 no. 3
Type: Research Article
ISSN: 1757-2223

Keywords

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Article
Publication date: 4 July 2018

Davor Vlajcic, Giacomo Marzi, Andrea Caputo and Marina Dabic

The purpose of this paper is to investigate the ways in which the geographical distance between headquarters and subsidiaries moderates the relationship between cultural…

Abstract

Purpose

The purpose of this paper is to investigate the ways in which the geographical distance between headquarters and subsidiaries moderates the relationship between cultural intelligence and the knowledge transfer process.

Design/methodology/approach

A sample of 103 senior expatriate managers working in Croatia from several European and non-European countries was used to test the hypotheses. Data were collected using questionnaires, while the methodology employed to test the relationship between the variables was partial least square. Furthermore, interaction-moderation effect was utilized to test the impact of geographical distance and, for testing control variables, partial least square multigroup analysis was used.

Findings

Cultural intelligence plays a significant role in the knowledge transfer process performance. However, geographical distance has the power to moderate this relationship based on the direction of knowledge transfer. In conventional knowledge transfer, geographical distance has no significant impact. On the contrary, data have shown that, in reverse knowledge transfer, geographical distance has a moderately relevant effect. The authors supposed that these findings could be connected to the specific location of the knowledge produced by subsidiaries.

Practical implications

Multinational companies should take into consideration that the further away a subsidiary is from the headquarters, and the varying difference between cultures, cannot be completely mitigated by the ability of the manager to deal with cultural differences, namely cultural intelligence. Thus, multinational companies need to allocate resources to facilitate the knowledge transfer between subsidiaries.

Originality/value

The present study stresses the importance of cultural intelligence in the knowledge transfer process, opening up a new stream of research inside these two areas of research.

Details

Business Process Management Journal, vol. 25 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

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