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Article
Publication date: 6 October 2021

Felipe Mendes Borini, Leandro Lima Santos, Muhammad Mustafa Raziq, Rafael Morais Pereira and Aldo José Brunhara

This paper underscores how organizational ambidexterity and organizational innovation play differentiated roles in the subsidiary reverse knowledge transfers (RKT). The…

Abstract

Purpose

This paper underscores how organizational ambidexterity and organizational innovation play differentiated roles in the subsidiary reverse knowledge transfers (RKT). The authors argue that both organizational ambidexterity and organizational innovation play a positive but differentiated role in the RKT process in that the former positively influences subsidiary knowledge creation, whereas the latter positively influences subsidiary knowledge transfers.

Design/methodology/approach

Data were collected from 289 foreign subsidiaries operating in Brazil. Hypotheses were developed and tested by applying partial least squares structural equation modeling.

Findings

The results supported the hypotheses and showed that organizational ambidexterity promotes knowledge creation, and that organizational innovation facilitates knowledge transfers.

Research limitations/implications

The paper offers implications with regard to drivers of subsidiary investments and actions of subsidiary managers vis-à-vis the subsidiary objectives of knowledge creation and/or transfers.

Originality/value

Showing the different roles of organizational ambidexterity and organizational innovation, this paper reveals some underlying mechanisms of the RKT process and contributes by explaining the competitive heterogeneity of subsidiaries, with impacts on subsidiary management’s evolutionary and resource dependence perspective.

Details

Journal of Knowledge Management, vol. 26 no. 1
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 30 September 2020

Martin Spraggon and Virginia Bodolica

To date, it remains unclear whether the experiences of large corporations with regard to knowledge transfer and process formalization can be successfully replicated in…

Abstract

Purpose

To date, it remains unclear whether the experiences of large corporations with regard to knowledge transfer and process formalization can be successfully replicated in small companies. In this paper, the authors seek to contribute to the specialized literature on internal knowledge transfer processes and their degree of formalization in the context of small-sized innovative firms.

Design/methodology/approach

The authors adopt a multiple case study approach to perform an in-depth comparative analysis of processes deployed to transfer knowledge internally and their degree of formalization, relying on rich narratives shared by informants during the data gathering stage. This sample is composed of five small innovators operating in the software industry in Quebec and Ontario.

Findings

The authors identify seven knowledge transfer processes in our sample, namely communities of practice, within project teams, across project teams, non-project related meetings, in-house exchanges with clients, technological devices, and playful activities. Uncovering a high cross-case variation in terms of process formalization, the findings imply that the degree of formalization of intra-firm knowledge transfer processes has no direct bearing on the innovative success of small software companies.

Originality/value

The study sheds new light on the topic of heterogeneity of small organizations from the perspective of knowledge transfer endeavors and provides empirical evidence in support of equifinality for a subset of small-sized innovators from the software sector.

Details

Management Decision, vol. 59 no. 6
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 16 May 2020

Sabrina Amir, Tyler G. Okimoto and Miriam Moeller

This paper examines how informal knowledge transfer processes unfold during the repatriation of Malaysian executives. The goal is to develop a repatriate knowledge transfer

Abstract

Purpose

This paper examines how informal knowledge transfer processes unfold during the repatriation of Malaysian executives. The goal is to develop a repatriate knowledge transfer process model, explaining the informal process through which repatriates make decisions about and transfer newly acquired knowledge.

Design/methodology/approach

Given the unexplored nature of the informal knowledge transfer process the study investigates, this research adopts an exploratory qualitative research approach using interview data from 10 Malaysian corporate executives over a period of 14 months, covering prerepatriation and postrepatriation stages.

Findings

The findings indicate that from the repatriates' perspectives, the process flows during repatriates' knowledge transfer depend on the ability and motivation of repatriates, as well as their opportunity to communicate the newly acquired knowledge to their home country organization. We likewise learned that the repatriates' ability to overcome repatriate adjustment and knowledge transfer challenges is crucial in order for them to proactively initiate informal knowledge transfer.

Practical implications

This research is significant as it will assist current and future expatriates to plan and prepare for repatriation and eventual knowledge transfer. The findings will also be useful to organizations that employ repatriates in preparing action plans for repatriation rather than solely focusing on expatriation.

Originality/value

Research and practice formally argue that expatriates are expected to transfer knowledge from the home country organization to the host country organization. While on assignment, expatriates become exposed to various types of new knowledge during the assignment, setting them up to disseminate this newly acquired knowledge to their home country organization upon repatriation – however, knowledge transfer upon repatriation is largely informal. This paper examines how this informal knowledge transfer process unfolds in the repatriation context over a period of 14 months by qualitatively tracing the experiences of 10 Malaysian corporate executives.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 8 no. 1
Type: Research Article
ISSN: 2049-8799

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Article
Publication date: 10 June 2020

Robin Bell and Thanh Trung Pham

The transfer of knowledge has been identified as an important part of the family business succession process. This paper examines the knowledge transfer process from the…

Abstract

Purpose

The transfer of knowledge has been identified as an important part of the family business succession process. This paper examines the knowledge transfer process from the founder to the successor to understand and model the factors that influence the knowledge transfer process in the Vietnamese family business context.

Design/methodology/approach

This research adopts an inductive qualitative approach, conducting face-to-face semi-structured interviews with five father-son succession pairs. The interviews with founders and successors, ten in total, formed the basis of five case studies. The cases were all at an advanced stage of the process of business knowledge transfer and family business succession.

Findings

A contextualized model was developed, highlighting the main factors that influence the knowledge transfer process from the founder to the successor in a Vietnamese family business context. This model identifies the influence of factors, some of which are not commonly presented in western family business literature. These include the importance of the role of the mother in mediating the relationship quality between the founder and the successor and the successor pursuing education and external work experience to improve their cognitive and reflective abilities. The need for the affinity between family members is also highlighted as important.

Originality/value

In Vietnam, most family-run businesses are still under the control of the founder. This research provides insight into the succession process in Vietnam. This research addresses calls for further exploration into the factors that influence the transfer of knowledge in the family business succession process and to research this process in a collectivist society, both of which remain under-researched.

Details

Journal of Family Business Management, vol. 11 no. 4
Type: Research Article
ISSN: 2043-6238

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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…

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4699

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

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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…

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1158

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

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Article
Publication date: 12 July 2018

Pasquale De Luca and Mirian Cano Rubio

The knowledge transfer plays a key role in the firm’s capability to develop and to maintain a strategic competitive advantage over time. The capability of the firm to…

Abstract

Purpose

The knowledge transfer plays a key role in the firm’s capability to develop and to maintain a strategic competitive advantage over time. The capability of the firm to develop an efficient and effective process of knowledge transfer increases the internal skills and then the capability to compete in the business with positive effects on the performance. In order to maximize the effectiveness and efficiency of the knowledge transfer process it must be consider two main variables: the amount of knowledge to be transferred and the speed of the process. In this contest, the purpose of this paper is to developed a theoretical model, defined the knowledge transfer curve, able to evaluate the knowledge transfer process on the basis of its speed.

Design/methodology/approach

The curve of the knowledge transfer is based on the methodology of the learning curve. The curve of the knowledge transfer process can be evaluated on the basis of two main variables: the first is the content of knowledge to be transferred. It refers to the quality and quantity of the information to be transferred within the firm; and the second is the speed of the knowledge transfer process. It refers to the time in which the knowledge transfer can be realized. The function of the knowledge transfer is defined using ordinary differential equation.

Findings

There is an inverse relationship between time t and the variation rate r. The higher the variable r, the faster the knowledge transfer toward the level K. Therefore, the variable r measures the efficiency and effectiveness of the knowledge transfer process. On the basis of these considerations, manager must evaluate their policies about the knowledge transfer on the basis of their effects on the variable r: only the policy that increases its value can be considered effective for the knowledge transfer process.

Originality/value

The originality resides in the development of a theoretical model that is able to capture and measure the effectiveness and efficiency of the knowledge transfer. It is possible to define a curve of knowledge transfer on the basis of these two variables: content of the knowledge to be transferred and the time of the transfer process, by using an ordinary differential equation.

Details

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

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Article
Publication date: 30 September 2014

Mette Praest Knudsen and Erik Skov Madsen

The purpose of this paper is to explore the specific practices of management in the dispatching unit and to identify mechanisms for supporting transfer of shop floor…

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1012

Abstract

Purpose

The purpose of this paper is to explore the specific practices of management in the dispatching unit and to identify mechanisms for supporting transfer of shop floor knowledge embedded in operating manufacturing equipment.

Design/methodology/approach

The paper applies an inductive and a case study approach for exploring three empirical cases that represent different manufacturing facility relocation processes and differences in the applied managerial practices.

Findings

The paper identifies two important gaps in international production literature when firms relocate equipment to other sites; a time gap (from dismantling to re-assembly of production facilities) and a space gap (from the current to the new site abroad). These gaps are important for understanding why relocation processes are difficult and what management can do to facilitate such processes.

Practical implications

The paper identifies four issues that management faces in the dispatching context when relocating manufacturing facilities.

Originality/value

The paper gives new insights to a limited literature of shop floor knowledge transfer when relocating manufacturing facilities.

Details

International Journal of Operations & Production Management, vol. 34 no. 11
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 August 2000

Edward Major and Martyn Cordey‐Hayes

This article builds on existing concepts and models of knowledge transfer, presenting a conceptual framework of an integrated knowledge transfer process. It introduces the…

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1405

Abstract

This article builds on existing concepts and models of knowledge transfer, presenting a conceptual framework of an integrated knowledge transfer process. It introduces the notion of knowledge translation to describe the key elements within the overall process. The new perspective provided by this knowledge translation framework has implications for the foresight process, for the UK Foresight programme and foresight policy makers and for the intermediary role of the business support community.

Details

Foresight, vol. 2 no. 4
Type: Research Article
ISSN: 1463-6689

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Article
Publication date: 29 May 2009

Champika Liyanage, Taha Elhag, Tabarak Ballal and Qiuping Li

The purpose of this paper is to propose a process model for knowledge transfer in using theories relating knowledge communication and knowledge translation.

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12322

Abstract

Purpose

The purpose of this paper is to propose a process model for knowledge transfer in using theories relating knowledge communication and knowledge translation.

Design/methodology/approach

Most of what is put forward in this paper is based on a research project titled “Procurement for innovation and knowledge transfer (ProFIK)”. The project is funded by a UK government research council – The Engineering and Physical Sciences Research Council (EPSRC). The discussions are mainly grounded on a thorough review of literature accomplished as part of the research project.

Findings

The process model developed in this paper has built upon the theory of knowledge transfer and the theory of communication. Knowledge transfer, per se, is not a mere transfer of knowledge. It involves different stages of knowledge transformation. Depending on the context of knowledge transfer, it can also be influenced by many factors; some positive and some negative. The developed model of knowledge transfer attempts to encapsulate all these issues in order to create a holistic framework.

Originality/value of paper

An attempt has been made in the paper to combine some of the significant theories or findings relating to knowledge transfer together, making the paper an original and valuable one.

Details

Journal of Knowledge Management, vol. 13 no. 3
Type: Research Article
ISSN: 1367-3270

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