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Article

Katarina Blomkvist

The aim of this paper is to shed light on how subsidiary willingness to transfer knowledge is influenced by formal control mechanisms from headquarters, and how this

Abstract

Purpose

The aim of this paper is to shed light on how subsidiary willingness to transfer knowledge is influenced by formal control mechanisms from headquarters, and how this affects knowledge transfer performance.

Design/methodology/approach

The study highlights and tests the influence of two formal control mechanisms: formal demand to transfer knowledge from headquarters, and performance evaluation system related to knowledge transfer. This is tested by subjecting a dataset of 149 knowledge transfer processes to a two‐stage least square regression analysis.

Findings

The robust results indicate that formal evaluation systems related to subsidiary knowledge transfer increases subsidiary willingness to transfer, and subsequently knowledge transfer performance, whereas formal demand by headquarters to share knowledge show a negative but not significant impact.

Practical implications

The results highlight the strategic importance of eliminating motivational barriers in order to enhance knowledge transfer performance. By using outbound knowledge as a criterion when evaluating the subsidiary, managers can increase transfer performance by fostering subsidiary willingness to perform knowledge transfer.

Originality/value

The findings indicate that KM in terms of subsidiary transfer willingness and transfer performance can be fostered and enhanced by the introduction of formal evaluation systems related to knowledge sharing. The results also contribute by revealing that formal control mechanisms differ in their degree of influence in terms of fostering subsidiary transfer willingness and transfer performance.

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Book part

Stephie Hsin-Ju Tsai and Mo Yamin

Purpose – This research aims to understand inter-subsidiary innovation transfers from a subsidiary business network perspective. We examine transfer performance with…

Abstract

Purpose – This research aims to understand inter-subsidiary innovation transfers from a subsidiary business network perspective. We examine transfer performance with particular interest in the influence of subsidiary business networks in innovation development stage. The moderating effect of knowledge inputs, that is, external and internal business partners, on transfer efficiency and effectiveness are hypothesized.

Methodology/approach – This study utilizes the data of 129 inter-subsidiary transfer projects from 19 multinational corporations. The empirical analysis specifically examines how and to what extent the development partnership – source of knowledge inputs – affects the efficiency and effectiveness of innovation transfer between subsidiaries.

Findings – The results indicate that the source of knowledge inputs influence transfer performance indirectly, but not directly. The impact is made through the dyadic relationship to the transfer performance. The findings complement the literature on innovation/knowledge transfer by incorporating innovation development into scrutiny and gauging transfer efficiency and effectiveness explicitly.

Value of paper – The empirical evidence highlights the significance of dyadic willingness to both transfer efficiency and effectiveness. Its influence to transfer performance exceeds that of dyadic similarity or previous collaboration experience. The result provides useful managerial implications to MNCs headquarters and subsidiaries. The lack of previous collaboration experience or technical similarity may pose the down side for innovation transfer between subsidiaries. But that should not put off the initiatives to conduct innovation transfers. Such problem could be effectively remedied by strong willingness between the dyad. The resources and support that subsidiaries receive could counteract the hurdle of dissimilarity and unfamiliarity.

Details

Reshaping the Boundaries of the Firm in an Era of Global Interdependence
Type: Book
ISBN: 978-0-85724-088-0

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Article

Andre McBeath and Peter Ball

The transfer of technical know‐how is now recognised as an essential component in the globalised expansion of multinational companies. As these companies offshore or…

Abstract

Purpose

The transfer of technical know‐how is now recognised as an essential component in the globalised expansion of multinational companies. As these companies offshore or outsource their operations the success of the new facility can depend on the ability to convey both tacit and explicit knowledge willingly during all phases of the transfer. There is a lack of clarity in current literature on the success factors for effective transfer of knowledge on production parts transfer and an absence of frameworks. The purpose of the research reported in this paper is to examine documented success factors and propose an integrated framework.

Design/methodology/approach

Peer reviewed literature was used to establish dominant themes on knowledge‐sharing from which interview and survey were designed and undertaken to establish motivating factors.

Findings

Five key themes required for successful knowledge transfer were established for moving parts to new production facilities: willingness to share information, willingness to receive information, explicit knowledge transfer, tacit knowledge transfer and verification. These were then assembled into a transfer of technical intellect framework for knowledge transfer to new facilities.

Research limitations/implications

The research draws from the experience of practitioners across multiple parts transfers rather than examining a specific transfer. This work brings research not previously brought together. It draws from the literature and a significant survey of a large multi‐site engineering company and future work needs to be carried out to examine the generalisability of the work.

Practical implications

The proposed framework guides the tacit as well as explicit transfer of technical knowledge of production parts between facilities.

Originality/value

The research identifies the key themes and motivating factors for transferring tacit product knowledge to another organisation.

Details

Strategic Outsourcing: An International Journal, vol. 5 no. 3
Type: Research Article
ISSN: 1753-8297

Keywords

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Article

Huang Huan, Ma Yongyuan, Zhang Sheng and Dou Qinchao

The aim of this study is to provide some important insights for knowledge stickiness from the perspective of the characteristic of knowledge and the people engaged in the…

Abstract

Purpose

The aim of this study is to provide some important insights for knowledge stickiness from the perspective of the characteristic of knowledge and the people engaged in the knowledge transfer. It proposes an empirical model about factors that influence knowledge stickiness.

Design/methodology/approach

Based on knowledge-based view (KBV), this paper systematically elaborated the research model, and then conducted a survey to test the hypotheses. Data were collected by face-to-face interviews in R&D team of knowledge-intensive firms in China. The empirical results generally support the proposed hypotheses.

Findings

The paper provides empirical insights about how the knowledge transfer willingness, transfer ability, knowledge residence, knowledge articulability and absorption ability affect the knowledge stickiness in the process of knowledge transfer in R&D team.

Research limitations/implications

This paper provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically.

Practical implications

The proposed framework helps to understand what factors impact knowledge stickiness in R&D teams. Furthermore, the research also provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically from both aspects of characteristics of knowledge itself and people involved in knowledge transfer.

Originality/value

This study, grounded on KBV, constructs a countermeasure model of weakening knowledge stickiness, which contributes to an understanding of factors leading to the success or failure of knowledge transfer. It eventually theoretically extends the KBV of the firm and commits to improve the efficiency and effectiveness of knowledge transfer practically.

Details

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

Keywords

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Article

Jing Hua Li, Xiao Ran Chang, Li Lin and Li Ya Ma

This paper provides a comprehensive assessment of the influencing factors on knowledge transfer through meta-analysis with an emphasis on the influence of cultural

Abstract

Purpose

This paper provides a comprehensive assessment of the influencing factors on knowledge transfer through meta-analysis with an emphasis on the influence of cultural contexts.

Design/methodology/approach

The approach involved the evaluation and analysis of 69 published empirical studies and the categorization of these studies into two groups based on different cultural contexts as described by Hofstede. A meta-analytic approach was then employed to provide a comparative analysis of the categorized studies.

Findings

The results of the meta-analysis of the influencing factors of knowledge transfer are consistent with the results obtained in most previous studies, indicating a maturation of research in this area. Influencing factors such as knowledge ambiguity, tie strength, trust, and common cognition are shown to impact knowledge transfer in different cultural contexts, particularly with regard to the individualism-low power distance and collectivism-high power distance dimensions defined by Hofstede.

Research limitations/implications

This analysis was limited to the correlation between the influencing factors and the general performance in knowledge transfer and did not specifically address more detailed dimensions such as efficiency and effectiveness. In addition, this analysis was restricted to the cultural contexts of only two cultural dimensions. However, the review of this broad range of studies provided sufficient data to allow an in-depth analysis of related influencing factors and helped to illustrate and exemplify the influencing mechanisms of culture on knowledge transfer.

Practical implications

The results presented in this paper can help managers working in cross-cultural environments to understand the key influencing factors that affect knowledge transfer in the workplace. By understanding these factors, managers can more effectively implement methods and procedures that improve cross-cultural knowledge transfer in the work environment.

Originality/value

This paper provides a detailed insight into the influencing factors found between two distinctive cultural contexts and offers a fresh analysis of influencing factors with regard to knowledge transfer in a cross-cultural environment.

Details

Journal of Knowledge Management, vol. 18 no. 2
Type: Research Article
ISSN: 1367-3270

Keywords

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Article

Victor Martin-Perez and Natalia Martin-Cruz

The purpose of this paper is to assess the relative importance of intrinsic and extrinsic rewards as determinants of affective commitment and the influence of employees…

Abstract

Purpose

The purpose of this paper is to assess the relative importance of intrinsic and extrinsic rewards as determinants of affective commitment and the influence of employees’ affective commitment on knowledge transfer in the context of a Spanish social firm.

Design/methodology/approach

Using data from a sample of 227 employees working for a Spanish social firm, this study employs the partial least squares approach to test the research hypotheses.

Findings

The research findings show that contrary to the findings of prior empirical studies, reward systems do not influence knowledge transfer in a direct way. Rather, reward systems act indirectly through the development of affective commitment, which is required to increase employees’ loyalty, reduce their turnover levels and improve their willingness to transfer their knowledge.

Research limitations/implications

This research focuses on a Spanish social firm, and recommendations to other organizations should, therefore, be made with caution. However, this study provides interesting empirical insights, linking rewards systems and knowledge transfer by means of affective commitment in the context of a social firm.

Practical implications

Besides the importance of promoting knowledge transfer through the creation of a suitable climate in the organization, the authors recommend that managers cultivate employees’ affective commitment by means of reward systems, especially intrinsic rewards. Employees with increased affective commitment are more prone to transfer the knowledge that they possess, and consequently, the potential loss of tacit knowledge for the organization is reduced if these employees leave the organization. Also, the authors suggest that managers make an effort to create a balanced reward system, so that extrinsic and intrinsic rewards can act as complementary processes to develop a high level of affective commitment among employees.

Originality/value

Few empirical studies have analyzed the influence of affective commitment on knowledge transfer, especially in the context of a social firm, even though this type of firms play and increasingly important economic and social role in society.

Details

Journal of Knowledge Management, vol. 19 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

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Article

Nik Nadian Nisa Nik Nazli and Sheikh Muhamad Hizam Sheikh Khairudin

This paper aims to identify the relationship between organizational learning culture, psychological contract breach, work engagement, training simulation and transfer of…

Abstract

Purpose

This paper aims to identify the relationship between organizational learning culture, psychological contract breach, work engagement, training simulation and transfer of training, to examine the effect of transfer of training on organizational citizenship behaviour and to determine the mediating effect of transfer of training on the relationship between organizational learning culture, psychological contract breach, work engagement and training simulation with organizational citizenship behaviour. This study investigated these relationships in the context of public sector organizations in Malaysia.

Design/methodology/approach

The data for this study were collected by using the purposive sampling from Malaysian Civil Defence Force or Angkatan Pertahanan Awam (APM) employees who attended a disaster preparedness training programme between March to May 2015. The questionnaire was the main tool for the data gathering. The data were analysed using structural equation modelling technique using AMOS 22 version software.

Findings

The findings showed that work engagement and training simulation are the factors that influence the transfer of training, and there is a positive effect of the transfer of training on the organizational citizenship behaviour. The result also demonstrated that the transfer of training is the mediator in the relationship between work engagement, training simulation and organizational citizenship behaviour.

Research limitations/implications

This study focuses on public sector areas which is Malaysia Civil Defense Force (APM). No interview session was conducted due to the time constraint in completing this study.

Originality/value

This study extends the existing understanding of factors that influence transfer of training and the effect of transfer of training on employees and organization. In other words, through the positive transfer of training, organizations not only attain positive returns on their training investment but also improve the performance and the work attitude of the organization’s employees.

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Article

Maike Scherrer and Patricia Deflorin

The purpose of this paper is to analyse the prerequisites for lateral knowledge transfer in manufacturing networks.

Abstract

Purpose

The purpose of this paper is to analyse the prerequisites for lateral knowledge transfer in manufacturing networks.

Design/methodology/approach

Data stem from a single case study involving 26 interviews at the management level of a manufacturing network and a survey of 17 manufacturing plants in the network.

Findings

The requirements for lateral knowledge transfer between knowledge-sending and knowledge-receiving plants are similar strategic orientation, product portfolio similarity and process similarity. If the knowledge-sending and knowledge-receiving plants meet at least one of these requirements, then knowledge transfer is facilitated. Plant age, functional ties and geographical proximity do not seem to be important in lateral knowledge transfer.

Research limitations/implications

The results come from a single case study, limiting their generalisability. Further research should consider the influence of the network’s coordination mechanism on lateral knowledge transfer.

Originality/value

The paper investigates prerequisites for lateral knowledge transfer in manufacturing networks, shedding light on the fundamental factors that must be in place at the knowledge-sending and knowledge-receiving plants.

Details

Journal of Manufacturing Technology Management, vol. 28 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

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Book part

Joyce S. Osland, Betina Szkudlarek, Gary R. Oddou, Norihito Furuya and Juergen Deller

Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the…

Abstract

Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the transfer process itself have received scant attention from both global mobility and leadership scholars. Similarly, multinationals have seldom systematically collected and utilized repatriate knowledge, despite the competitive advantage it represents in a global knowledge economy. To fill this gap, an exploratory qualitative study employing critical incidents and interviews with a multi-country sample of 47 German, Japanese, and US repatriates identified variables that facilitate knowledge transfer attempts to the work unit. Our findings corroborate the proposed variables in a conceptual model of the transfer process and articulate the transfer skills that help explain their ability to transfer. Most importantly, our findings introduce an interactive transfer model that explicates the microprocess of transfer in the repatriate–work unit relationship. We conclude with implications for global leadership research and HRM practice.

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Article

Huimin Liu, Yanru Yu, Yuxing Sun and Xue Yan

The owners of mega projects typically assemble multiple academic research units and enterprises to form an innovation alliance, which carries out knowledge transfer and…

Abstract

Purpose

The owners of mega projects typically assemble multiple academic research units and enterprises to form an innovation alliance, which carries out knowledge transfer and knowledge creation targeting technical challenges in the process of engineering construction. Due to high technical and management complexity of mega projects, factors affecting knowledge transfer among innovation subjects are complex and diverse. This study proposes a mixed system dynamics (SD) method to build and simulate the process of knowledge transfer in mega projects innovation and analyzes the driving mechanism that enhances knowledge stock of enterprises and engineering innovation results.

Design/methodology/approach

First, this paper proposes a conceptual model for knowledge transfer in mega projects by adopting event analysis of the data gained from investigations and interviews. Then, a qualitative model of knowledge transfer that considers mutual influences of the owner, academic research unit and enterprises is developed. Based on that, mathematical relationship among variables of the qualitative model is determined and a quantitative model of knowledge transfer that considers heterogeneity of knowledge sender is built. Finally, simulation is achieved using Vensim software.

Findings

The factors affecting knowledge stock of enterprises are analyzed from three aspects: (1) the individual motives and capability of academic research units and enterprises; (2) the gap between academic research units and enterprises; (3) the heterogeneity of academic research units. The results show that the willingness and capability of knowledge reception by enterprises, specific knowledge transfer context such as relational distance and organization distance between academic research units and enterprises and academic research units with high knowledge stock have key influences on the knowledge stock of enterprises.

Research limitations/implications

Factors affecting knowledge transfer within the alliance of innovation in mega projects and their correlations are highly complicated and difficult to determine. Despite massive investigations and interviews on many long-span bridges in China in this study, it is barely possible to directly obtain accurate data for all variables in the model. Limitations of historical data result in limitations on applications of the proposed model.

Practical implications

By building the mega projects knowledge transfer model and conducting simulation analysis, this paper has generated practical values for the owners of mega projects on fostering, organizing, coordinating and managing of innovations. Especially, this study provides specific strategies and suggestions on selection of innovation subjects, motivation and guaranteed efficiency of knowledge transfer and knowledge creation of academic research units and enterprises.

Originality/value

This study proposes a conceptual model for factors affecting knowledge transfer that applies to innovations in mega project context, which fills the gap in the research of knowledge management in mega project innovations. Additionally, combining with the method of SD, the unique role of owner in knowledge transfer of mega projects and the differences among various knowledge senders and their influences on knowledge stocks of enterprises are thoroughly considered, and the research method of modeling and simulation of knowledge transfer mechanism is supplemented and extended.

Details

Engineering, Construction and Architectural Management, vol. 28 no. 3
Type: Research Article
ISSN: 0969-9988

Keywords

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