Search results

1 – 10 of over 46000
Article
Publication date: 7 April 2015

Rebecca Ann Ranucci and David Souder

This paper aims to theorize how tacit knowledge influences implementation success in mergers and acquisitions (M & As), and contrasts this with explicit knowledge

2666

Abstract

Purpose

This paper aims to theorize how tacit knowledge influences implementation success in mergers and acquisitions (M & As), and contrasts this with explicit knowledge. Tacit knowledge can be a source of sustained competitive advantage because its lack of codifiability precludes easy appropriation by competitors. However, such non-codifiability also makes it difficult to transfer knowledge within a firm. M & As exemplify this challenge because they are often motivated by opportunities for transferring knowledge. With differing demands for tacit and explicit knowledge across departments (Sales and Operations), the empirical results demonstrate how tacit routine compatibility affects implementation outcomes in different functions.

Design/methodology/approach

This research draws from a survey of 86 M & A implementation processes between 1996 and 2002, using seemingly unrelated regression to analyze the predictions.

Findings

There is strong empirical support that tacit routine compatibility leads to success in sales but not operations and further support for the differential moderating roles of trustworthiness and integration.

Practical implications

Managers should make implementation choices based on the type of knowledge being transferred and where that knowledge will reside post-integration. Routine compatibility, trustworthiness and integration facilitate knowledge transfer in M & As – but only if applied in the right combinations for the context.

Originality/value

The type of knowledge is a critical distinction for the value of M & A implementation. Furthermore, despite integration receiving significant attention in this literature, trustworthiness, not integration, facilitates successful tacit knowledge transfer in M & As.

Details

Journal of Knowledge Management, vol. 19 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 19 July 2011

Drew Gertner, Joanne Roberts and David Charles

This article seeks to explore the micro‐dimensions of knowledge transfer partnerships (KTPs) with the aim of developing an appreciation of the personal interactions that

3135

Abstract

Purpose

This article seeks to explore the micro‐dimensions of knowledge transfer partnerships (KTPs) with the aim of developing an appreciation of the personal interactions that facilitate the success of these university‐industry collaborations.

Design/methodology/approach

Empirical evidence concerning the operation of three KTPs, collected through interviews with the key partners and the review of relevant documentary material, is analysed through the lens of the communities of practice approach to situated learning.

Findings

The analysis of three case studies provides evidence to support the value of conceptualising the process of knowledge transfer between universities and industry as one of learning taking place within communities in which the development of mutual engagement, joint enterprise and shared repertoires play important roles facilitating successful collaborations. Moreover, the analysis highlights the significance of the boundary spanning roles of the KTP partners in facilitating the knowledge transfer process through engagement in both the university and industry communities.

Research limitations/implications

By illuminating the dimensions of the inter‐personal interactions involved in the knowledge transfer process the CoPs analysis provides the foundations for recommendations to improve university‐industry KTPs, in particular, and, inter‐organisational knowledge transfer initiatives in general. A limitation of this research is its focus on the UK context. Moreover, given the exploratory nature of this study further research is required to verify the findings reported here.

Originality/value

The article makes an original empirical and conceptual contribution to understandings of university‐industry knowledge transfer collaborations.

Details

Journal of Knowledge Management, vol. 15 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 29 July 2014

Yong Long, Peng Li and Bo You

The purpose of this paper is to identify the relationship between knowledge transfer characteristics in alliance and alliance governance mechanisms, the influence of…

1061

Abstract

Purpose

The purpose of this paper is to identify the relationship between knowledge transfer characteristics in alliance and alliance governance mechanisms, the influence of alliance governance mechanisms on knowledge transfer consequences and investigate the role of environmental uncertainty in knowledge transfer of alliance.

Design/methodology/approach

Survey data were collected mainly in high-tech industries of China, the firms in which often establish alliance for the purpose of learning and knowledge transfer often takes place in that alliance. Finally, 293 usable samples were included in subsequent analysis. Multiple regression analysis was used to examine the hypotheses.

Findings

The extent of relational (/formal) governance mechanism used in alliance has a stronger positive relationship with the extent of tacit (/explicit) knowledge transfer in alliance than with the extent of explicit (/tacit) knowledge transfer in alliance between them; environmental uncertainty impairs relational governance mechanisms and enhances formal governance mechanisms used in alliance; both relational and formal governance mechanisms could facilitate knowledge transfer in alliance; environmental uncertainty hinders knowledge transfer and negatively moderates the relationship between alliance governance mechanisms and knowledge transfer.

Originality/value

This paper finds the relationship between knowledge transfer in alliance and alliance governance mechanisms, and the role of environmental uncertainty, providing managers with direct implications about how to manage alliance with different knowledge transfer characteristics for the purpose of facilitating knowledge transfer in alliance; provides managers more details about the dark side of the environmental uncertainty in knowledge transfer, also reminds public policy-makers paying enough attention for the improvement of institutional environment to deal with uncertainty.

Details

Chinese Management Studies, vol. 8 no. 3
Type: Research Article
ISSN: 1750-614X

Keywords

Book part
Publication date: 11 November 2014

Chang Liu, Zijie Li, Yi Li and Lin Cui

This paper seeks to provide an understanding of the relationship between the management control policy of emerging economy (EE) firms and the knowledge transfer with the…

Abstract

Purpose

This paper seeks to provide an understanding of the relationship between the management control policy of emerging economy (EE) firms and the knowledge transfer with the acquired firm, as well as the mechanism by which specific management control policy facilitates knowledge transfer with the acquired firms.

Design

Employing an organizational learning theory, this paper examines the knowledge transfer from acquired firms to acquiring EE firms through multiple-case study of three EE firms.

Findings

Based on organizational learning theory and the results of case studies, this paper finds that the cooperation and willingness of employees in the acquired firm and language barriers are the main factors influencing the relationship between management control policy and the parent company’s knowledge transfer process.

Research implication

This study sheds light on cross-border knowledge transfer to EE firms from an organizational learning perspective and broadens the understanding of post-acquisition knowledge transfer in an emerging market context.

Practical implications

This study suggests that the low-level management control facilitates knowledge transfer from acquired firms. This is especially true when the parent company from the EE has limited learning experience and faces substantial language barriers between itself and its acquired firm.

Originality

This paper extends existing research by exploring how low-level control of acquired firms in developed markets facilitates knowledge transfer of EE firms after cross-border acquisition. Future research can extend this line of research by examining the knowledge transfer mechanism of EE firms through qualitative and quantitative methods.

Details

Emerging Market Firms in the Global Economy
Type: Book
ISBN: 978-1-78441-066-7

Keywords

Article
Publication date: 15 October 2021

Nathalia Rios-Ballesteros and Sascha Fuerst

The purpose of this paper is to examine the enablers and barriers influencing international knowledge transfer at the team-level in the context of product innovation…

Abstract

Purpose

The purpose of this paper is to examine the enablers and barriers influencing international knowledge transfer at the team-level in the context of product innovation within an emerging-market multinational enterprise (EMNE) in the insurance industry.

Design/methodology/approach

The research applies an exploratory case study design considering an emerging-market multinational insurance company headquartered in Colombia. Four subsidiaries (El Salvador, Chile, Argentina and Colombia) and the Corporate Office (headquarter) served as the research sites. It also adopts an interpretive research approach providing a grounded theory framework linking international knowledge transfer and product innovation.

Findings

The empirical findings emphasize the central role played by the enablers (i.e. shared vision, empathy and knowledge sources) in facilitating international knowledge transfer, which, in turn, enhances product innovation. More important, however, is the detailed explanation that the paper provides regarding the enablers’ microfoundational antecedents in terms of key activities that are performed at the team-level.

Research limitations/implications

The grounded theory framework was constructed using data collected in a single firm associated with a particular industry and regional context. The study only considered a single aspect of knowledge management (i.e. knowledge transfer). Other aspects of knowledge management systems, such as knowledge creation and knowledge application, should be used for explaining product innovation in EMNEs more comprehensively.

Practical implications

The study suggests a set of enabling conditions and activities that should be adopted by managers of EMNEs to improve international knowledge transfer with the aim of triggering product innovation. This includes the design of strategies for strengthening empathy among geographically dispersed teams by providing opportunities for regular live videoconferences among team members aimed at building close bonds, fostering trust and creating a sense of belonging in which participants get to know each other better and to establish a shared vision and a set of guiding principles and commitments for how the team will work. These suggestions are particularly important today when several multinational enterprises (MNEs) have been forced to rearrange their workplace by replacing face-to-face interactions with virtual work dynamics due to the COVID-19 crisis.

Originality/value

Previous studies have confirmed that international knowledge transfer positively influences MNEs’ innovative performance. However, no studies have been conducted linking both variables in the context of EMNEs in Latin America in the service sector. The research tries to fill this gap. Besides, the paper introduces empathy as a novel enabler for international knowledge transfer and a moderator able to diminish the negative effect that cultural differences and geographical barriers have on the knowledge transfer process.

Details

Journal of Knowledge Management, vol. 26 no. 7
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 25 January 2008

Mihalis Giannakis

This paper aims to explore how supplier development programmes can be adapted to create value for organisations through generation and transfer of knowledge between supply…

4797

Abstract

Purpose

This paper aims to explore how supplier development programmes can be adapted to create value for organisations through generation and transfer of knowledge between supply chain partners.

Design/methodology/approach

Based on the existing literature on supplier development, knowledge transfer and learning and on the interaction model of the Industrial Marketing and Purchasing group, certain factors that condition learning and knowledge transfer through supplier development programmes are discussed and a conceptual framework for improving knowledge transfer is developed. Empirical research is conducted in four large multinational organisations, exploring how supply chain partners can better utilise their capabilities and facilitate knowledge transfer through these programmes.

Findings

Several organisational and relational factors that affect the success of knowledge transfer in supplier development programmes are identified and discussed and several management practices are proposed to enhance the knowledge transfer process within these programmes.

Research limitations/implications

The research provides evidence that knowledge transfer requires not only financial commitment and strategic decision making, but also appropriate design and execution of certain processes and a distinctive governance structure. Based on the findings a research agenda is proposed to investigate the impact of knowledge transfer on suppliers' productivity and the associated risk arising from knowledge leakages.

Practical implications

A systematic methodology is proposed to explore how supplier development programmes can achieve their potential among supply chain partners, by examining how certain factors influence the knowledge transfer process.

Originality/value

The paper proposes an innovative framework for analysing knowledge transfer among and between organisations and a knowledge‐based perspective in the design and management of supplier development programmes, so that a learning and knowledge transfer environment can be fostered.

Details

Supply Chain Management: An International Journal, vol. 13 no. 1
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 11 September 2017

Fadia Bahri Korbi and Mourad Chouki

The purpose of this paper is to analyze the issue of knowledge transfer in the context of international asymmetric alliances. The objective is mainly to identify the…

Abstract

Purpose

The purpose of this paper is to analyze the issue of knowledge transfer in the context of international asymmetric alliances. The objective is mainly to identify the barriers that can impede the knowledge transfer between asymmetric partners and to analyze the solutions adopted to overcome these barriers.

Design/methodology/approach

The authors use a qualitative study involving six cases of asymmetric alliances between Tunisian small-and-medium enterprises (SMEs) and European multinational corporations (MNCs).

Findings

The results of this research highlight a set of obstacles related to the context of asymmetric alliance itself and the nature of knowledge transferred by partners. The study emphasizes the importance of translation using artefacts by both partners and proximity with its geographical, organizational and technological dimensions to overcome these obstacles.

Research limitations/implications

The investigation of knowledge transfer in asymmetric alliances was based on the role played by only three proximity dimensions (geographical, organizational and technological), while other factors, such as institutional, social and cultural issues, were not considered. Indeed, future research may take these variables into account in studying solutions to overcome knowledge-transfer barriers in asymmetric alliances.

Practical implications

The paper calls the attention of asymmetric alliance managers to the importance of translation to perform work processes, facilitate knowledge transfer and overcome linguistic barriers. Managers should use virtual artefacts to reduce the constraints resulting from their geographical remoteness and to strengthen cooperation. Further, reinforcing geographical, organizational and technological proximity between partners involved in an international alliance is essential to facilitate knowledge transfer, essentially of tacit knowledge, and to accelerate innovation.

Originality/value

This study emphasizes the importance of the simultaneous role of artefacts, translation and proximity in overcoming obstacles related to the asymmetric alliance itself and the nature of knowledge transferred by partners. The results shed light on the issue of knowledge generation in asymmetric alliances.

Details

Journal of Knowledge Management, vol. 21 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 11 January 2008

Cindy Wang‐Cowham

This paper attempts to examine the issue concerning human resource (HR) structures and the transfer of HR knowledge to discover whether and how HR structure facilitates

4193

Abstract

Purpose

This paper attempts to examine the issue concerning human resource (HR) structures and the transfer of HR knowledge to discover whether and how HR structure facilitates the transfer of HR knowledge between subsidiaries of an MNC in China.

Design/methodology/approach

The investigation, being of an exploratory nature, follows the tradition of a grounded approach. The paper is based on an empirical study of 22 individual HR professionals from 21 Chinese subsidiaries of MNCs. Data were collected through semi‐structured interviews conducted between January and April 2004 and a grounded analysis was carried out with the assistance of Nvivo software.

Findings

The forms of HR structures, especially China centre‐led HR structures, have created an opportunity for developing HR learning networks for sharing HR knowledge amongst sister‐subsidiaries and between the subsidiary and the China centre. These forms of HR structure have also provided an essential foundation for wide collaboration between subsidiaries, and further for creating a knowledge‐sharing culture to facilitate HR knowledge transfer.

Research limitations/implications

The findings on HR structure and the transfer of HR knowledge have implications for understanding the organisational structure and inter‐subsidiary knowledge transfer.

Originality/value

There is little previous research on HR structure, the transfer of HR knowledge in China, and the link between them. This paper addresses this gap and seeks to contribute to the literature.

Details

The Learning Organization, vol. 15 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 9 October 2017

Xiangyang Wang, Yujuan Xi, Jingsi Xie and Yingxin Zhao

The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and…

1549

Abstract

Purpose

The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and acquisitions (M&A).

Design/methodology/approach

Drawing on the congruence theory, this study built a theoretical model and examined it with survey data from 212 firms in China.

Findings

Organizational unlearning has no direct influence on knowledge transfer. In contrast, it promotes knowledge and routine compatibility that facilitate knowledge transfer. Routine and knowledge compatibility have different mechanisms on knowledge transfer. Specifically, the higher routine compatibility, the more effective is knowledge transfer. When knowledge compatibility is at a medium level, the effectiveness of knowledge transfer is optimal.

Practical implications

Firms should regard organizational unlearning as a crucial facilitator to knowledge and routine compatibility that promote knowledge transfer.

Originality/value

This study provides a specific understanding of the relationships between organizational unlearning and knowledge transfer by focusing on knowledge and routine compatibility as the crucial links, and enriches existing literature regarding knowledge transfer.

Details

Journal of Knowledge Management, vol. 21 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 August 2006

Satu Nätti, Aino Halinen and Niina Hanttu

Effective customer‐specific knowledge transfer is the cornerstone of customer value creation in professional service organizations. In order to formulate a coherent…

4010

Abstract

Purpose

Effective customer‐specific knowledge transfer is the cornerstone of customer value creation in professional service organizations. In order to formulate a coherent service offering across different expertise areas, it is crucial to share customer‐specific knowledge between professionals, business functions and units. The purpose of this study is to offer insights into the role of key account management (KAM) systems in facilitating this process.

Design/methodology/approach

The work is based on an explorative case study in which the implementation of the KAM system in two consulting and training companies was investigated. Comparison of the two cases in terms of KAM design and success in knowledge transfer enabled conclusions to be drawn about the role of KAM as a knowledge carrier and a “linking pin” in a loosely coupled organization.

Findings

Organizational fragmentation and insufficient communication channels among experts and subgroups of professional organizations cause problems in relation to knowledge transfer. This also makes it more difficult to combine expertise and to create innovative service concepts for customers. A KAM system, if managed effectively, provides a powerful tool for counteracting these problems. It functions as a linking pin in a loosely coupled organization, helping to maintain customer‐specific knowledge transfer and continuity in customer relationships.

Originality/value

Very little research has been conducted on customer‐specific knowledge transfer in professional service organizations in spite of its central role in the creation of customer value. This study is unique in offering empirical evidence of the role of KAM systems in facilitating knowledge transfer. In the future, it would be interesting to study the role of different organizational conditions and practices, including organizational structures, the use of technological knowledge tools and cooperative working methods. The effectiveness of KAM systems in terms of financial performance and the creation of value for clients also deserve more research attention.

Details

International Journal of Service Industry Management, vol. 17 no. 4
Type: Research Article
ISSN: 0956-4233

Keywords

1 – 10 of over 46000