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1 – 2 of 2Himadree Phookan and Revti Raman Sharma
The existing literature presents mixed findings on how intra-multinational enterprise (MNE) competition affects cross-border interpersonal knowledge sharing; some studies indicate…
Abstract
Purpose
The existing literature presents mixed findings on how intra-multinational enterprise (MNE) competition affects cross-border interpersonal knowledge sharing; some studies indicate that it hinders, while others suggest that it facilitates, such exchanges. The purpose of this study is to address this issue by proposing and testing the U-shaped curvilinear effects of intra-MNE competition on cross-border interpersonal knowledge sharing.
Design/methodology/approach
The authors conducted a survey bias test, confirmatory factor analysis and regression analysis on data gathered from a two-stage questionnaire survey of 333 R&D employees in India, representing 40 R&D subsidiaries across MNEs headquartered in 11 countries. To mitigate potential common method bias, the authors implemented ex-ante and ex-post measures.
Findings
The results of this study show a U-shaped effect of perceived intra-MNE competition on interpersonal knowledge sharing behaviours. The authors found that low to moderate levels of intra-MNE competition hinder cross-border interpersonal knowledge sharing within the MNE, while moderate to high levels facilitate it.
Originality/value
The novelty of this study lies in challenging the current linear relationship and highlighting that the impact of the perceived intensity of intra-MNE competition on knowledge-sharing behaviours varies at different competition levels.
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Keywords
Revti Raman Sharma and Himadree Phookan
The paper aims to incorporate the social identity theory perspectives to the knowledge-based view in order to suggest how certain organizational characteristics can be leveraged…
Abstract
Purpose
The paper aims to incorporate the social identity theory perspectives to the knowledge-based view in order to suggest how certain organizational characteristics can be leveraged as knowledge governance mechanisms for interpersonal knowledge transfer within the multinational enterprise (MNE).
Design/methodology/approach
This paper is a conceptual discussion on interpersonal knowledge governance mechanisms.
Findings
The paper proposes a new set of governance mechanisms which may be leveraged to govern interpersonal knowledge transfer. These mechanisms utilize organizational identity of individuals to govern individual level knowledge transfer behavior with the MNE. The paper also illustrates how subsidiary power, one of such mechanisms, influences interpersonal knowledge transfer within the MNE through organizational identification.
Research limitations/implications
As the paper is conceptual, the proposed mechanisms have not been substantiated empirically. It calls for empirically testing the suggested mechanisms across countries.
Practical implications
The paper provides insights to managers for leveraging on organizational identity to manage interpersonal level knowledge transfer within the MNE.
Originality/value
The paper adds organizational identity-based knowledge governance mechanisms to the knowledge governance approach. It highlights how certain organizational characteristics (e.g. subsidiary power), even though these are not knowledge governance mechanisms per se, can be utilized to govern interpersonal knowledge transfer with the MNE.
Details