Effective Knowledge Transfer In Multinational Corporations

This book shifts the debate on knowledge transfers within multinational corporations (MNCs) back to its core: How can we increase the effectiveness of cross-boarder transfers of knowledge? Several perspectives on international knowledge flows, from control issues to cultural barriers, are integrated into a comprehensive framework. Based on a sample of leading MNCs, empirical results show which managerial mechanisms have to be implemented to increase the benefit from knowledge transfers in headquarters and subsidiaries.

This book shifts the debate on knowledge transfers within multinational corporations (MNCs) back to its core: How can we increase the effectiveness of cross-border transfers of knowledge? It questions two common assumptions, namely that knowledge transfer per se works effectively; and that all flows in the MNC can be managed uniformly. The strategic position of MNC units in the organizational network and the nature of knowledge - for example, marketing know-how and technology know-how - require differentiated management approaches. To apply these ideas to practice, several perspectives on international knowledge flows, from control issues to cultural barriers, are discussed and integrated into a unifying framework. The large-scale empirical study is based on a sample of leading MNCs, and results show which managerial mechanisms have to be implemented to increase the benefit from knowledge transfers as well as employees' satisfaction with knowledge management.

effective knowledge transfer will not come about automatically but requires appropriate and concerted managerial action. This is especially tme in multina tional organizations created though mergers and acquisitions. In such organiza tions, individual subunits are not only subjected to the isomorphic pulls of their respective local environments (Westney 1993) but are often characterized also by different organizational cultures, administrative heritage and work practices. As a long stream of research on mergers and acquisition testifies, achieving syner gies through knowledge sharing in such circumstances is associated with formid able obstac1es. The theoretical basis of much current literature on knowledge and knowledge transfer can be traced from Nelson and Winter's (1982) seminal work, over Win ter's (1987) conjecture regarding the trade-offs between tacitness and codifica tion of knowledge to a celebrated series of artic1es by Kogut and Zander (1992, 1993, 1996). It conceptualizes the multinational firm as a social community that specializes in the creation and transfer of knowledge. 'Higher order organiza tional routines' and the 'identifications' of their employees place firms in the privileged position to be able to intemally transfer knowledge, especially in its more 'tacit' varieties, more rapidly and cheaply than this can be accomplished through third-party licensing or through involuntary imitation. In this approach, the existence of firms is explained without invocation of 'opportunism' or other transaction cost considerations - a fact that has no doubt contributed to its wide spread appeal.

This comprehensive and engaging Research Handbook provides a full examination of the modes and mechanisms of international knowledge transfer. Furthermore, it also provides in-depth insights into international knowledge transfer related challenges faced by multinational enterprises (MNEs).

Globalisation makes our world appear smaller: it is easier to connect, communicate and do business with people all over the world. But cultural differences remain and challenge globalized knowledge communication and transfer. This book examines cross-cultural management within multinational enterprises (MNEs), focusing in particular on how cultural differences influence the transfer of knowledge between different units within individual corporations. Based on detailed empirical analysis of 267 companies in Germany and Japan, it considers the relative effectiveness of inter-cultural and intra-cultural knowledge transfer; identifies the factors that inhibit or facilitate successful knowledge transfer; and suggests how management processes of MNEs can be improved. It demonstrates that although cultural differences do not necessarily influence the selection and transmission of knowledge overseas, they do have a strong impact on how that knowledge is received, integrated and put into practice locally. The book shows how knowledge is accepted differently in Europe and Asia and which factors have the strongest impact on efficient knowledge transfer. It suggests that to improve cross-cultural management MNEs should focus less on upgrading the technology that allows knowledge transfer, and more on the capabilities and beliefs of individual employees.

This book presents a system dynamics model with spiral loops for studying know-how transfer by multinational corporations to developing countries. The model conceptualizes the interplay of the subsidiary's absorptive capacity with technology-leveraging and technology-seeking behaviors in the knowledge transfer process, and highlights the significance of spirals in engendering nonlinearities and feedbacks. It provides insights into the unique features of the knowledge transfer process and the mechanisms underlying successful and unsuccessful outcomes, and enhances the understanding of the conditions necessary for implementing effective knowledge transfer programs in developing countries. This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work is in the "public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.

知識轉移已經在國際商務、知識管理等學術領域受到持續不斷的關注。本書從2000～2014年刊載的國際經營管理學術期刊論文中，總結出與知識轉移有關的核心因素；並結合知識轉移分析框架(KTA)，設計出“雙缺口模型”(Twogap Model)。然後通過對位於湖北省武漢市的100多家跨國公司進行問卷調查開展層次回歸分析，進而得出結論：海外子公司的吸收能力、共同願景、信任和團隊合作對縮小跨國公司和海外子公司之間的知識缺口有積極的影響，而語言障礙對此有消極的影響。