C13_SHRM_Managing Knowledge and Facilitating Change Multinational (original) (raw)
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World Scientific Book Chapters, 2007
Knowledge management seems to have become a ubiquitous phenomenon both in the academic as well as in the corporate world. However, according to the authors, there has not been any comprehensive and holistic empirical study of the current status and practices of knowledge management in corporations. Therefore, based on our recent global study on knowledge management and organizational learning in multinational companies (MNCs), this paper wants to make up for this shortcoming in knowledge management research. In nine renowned MNCs, three interviews with respondents from the top and upper management level were conducted in the headquarters and in two different subsidiaries respectively. Thus, both quantitative and qualitative data from 81 interviews in total were earned. This paper focuses on the use of knowledge management tools and shows that not all tools have the same impact, and some of them even influenced knowledge management processes negatively.
Knowledge management in multinational firms
Multinationals by their very nature are network firms. They are therefore able to leverage their networks to effectively manage dispersed knowledge assets. They do this by tapping into a number of local clusters to assimilate and integrate knowledge. However, knowledge traffic is almost always two-way, so that clusters have much to gain from both intentional and unintentional knowledge outflows from MNEs. Thus, MNEs can serve as conduits between clusters, so that their network knowledge contributes to the health of all the clusters in which it operates.
Knowledge Management Systems in Multinational Corporations: Typology and Transitional Dynamics
Long Range Planning, 2007
Knowledge Management Systems (KMSs) are becoming part of the agenda in many of today's leading firms. Through in-depth case studies of seven multinational companies (MNCs), examined over a period of four years, we identify four distinctive types of KMS e Fragmented, Content-based, Process-based and Capability-based -and their characteristics. These characteristics include both the structure, dimension and flow of the knowledge itself, and the staffing, training and reward systems in place to support the KMS. Relevant organisational factors influencing KMS design and implementation include the level of resource commitment by the headquarters, the structure of the firm, and the distribution of roles between headquarters and subsidiaries. Key external influences include the degree of environmental change and pressures to follow industry norms in technology investment. Our empirical evidence suggests that while some MNCs adopt the same type of KMS for relatively long periods of time, others transit between different KMS types. Moreover, transitions between types may follow either an increased resource commitment and augmented KMS sophistication, or a decreased resource commitment and reduced KMS complexity. Insights from the strategy-structure-process and change management literatures are utilised to examine these transitions between KMS types. Key lessons for MNC managers are provided in relation to both the initial adoption of a KMS and the handling of transitions between different systems.
This paper presents a theoretical concept of knowledge management, orgamisational learning and a case study evaluation of knowledge sharing in Multinational Companies (MNCs) with focus on the influence of the diverse cultural context on the process of knowledge sharing. The study adapted the Model of Knowledge Sharing in Multinational Companies by Helmut Kasper and Beate Haltmeyer to evaluate a case study of "Sharing The Wealth" that distinguishes between the concept of formal and informal dissemination of knowledge and present the most important inter-organizational context factors and suggestions on how to handle the problems arising from cultural differences with respect to successful knowledge sharing. The empirical part of the study does not involve qualitative and structured interviews in any multinational companies. The study evaluated and analysed a few exemplary knowledge exchange processes to gain further insights on how the knowledge exchange takes place in MNCs and by which variables the transfer and the application of knowledge is influenced. The case study was able to provide useful hints for knowledge management practitioners to cope with the difficulties of learning in and from a multinational environment so that the great learning potential lying in the diversity of MNCs can be used as much as possible as a competitive advantage.
the European Journal of Innovation Management, 2016
Purpose – Knowledge is a strategic resource for firms and it can enable them to achieve competitive advantage. Large companies engaged in internationalization pay particular attention to knowledge as a source of innovation. The purpose of this paper is to investigate current debates in the field: the first is about cumulative vs composite knowledge; the second concerns the degree of diversity and redundancy in knowledge-based dynamics; and the third debate is about incremental vs radical innovation. Design/methodology/approach – The authors have used an inductive approach to perform a longitudinal case study of multinational corporation-semiconductor (MNC-SC). Total of 13 interviews were conducted over a four-year period. The MNC-SC case study has given the opportunity to analyse knowledge resources, knowledge, and innovation processes in a context of internationalization. Findings – The findings indicate that in order to achieve technological innovation in a context of internationalization, the company builds knowledge in a cumulative fashion, which can create a path dependency problem. To ensure complementarity between cross-functional teams located long distances from one another, and maximize the utilization of resources, MNC-SC must establish common standards. To maximize returns from composite knowledge, in a context of internationalization, knowledge diversity is preferable over redundancy. However, true knowledge transfer, sharing, and learning are limited. Combinatorial and incremental innovation through internationalization is a process based on trial and error; it maximizes technological performance and enables the company to fulfil needs without diverging from the technological trajectory of the SC industry. Originality/value – The internationalization process revealed limitations: limited understanding of the content of each knowledge module, competency traps, limited innovativeness, and therefore limited wealth creation.
This article offers a summary of the foundations of the knowledge management literature referring to subsidiaries of multinational companies. We look at the way in which the literature on managing knowledge has evolved, and investigate how the streams have built upon each other. We also examine the literature in the light of different management fields, revealing similarities and differences between the distinct research areas. Based on 98 reviewed articles, we build a theoretical framework for a better organization and understanding of MNC related knowledge management literature. Finally, using this framework, we look into the potential future research directions of the field.
An Analysis and Application of Knowledge Management Practices in Multinational R&D Activity
Both business and academic communities believes that by leveraging knowledge and managing it strategically can sustain an organisation in its long-term competitive advantages (Nonaka, 1991). Scholars and observers from various disciplines agree that knowledge is at center stage of organizational competitiveness. This means that knowledge is information combined with experiences, circumstances, understanding, and manifestation that is ready to apply to decisions and actions. Using a case study and interview method, this research aims to explore what knowledge management and practices are and how to create, transfer and use it more effectively in MNO in the R&D sector. The research found that perception and understanding of the organisation's tacit and explicit knowledge were key to the competitiveness of the company. The importance of this research lies in the heart of it revealing and explaining that not only does the environment receive explicit knowledge created by the organi...
2007
In this article, based on a sample of multinational corporations and their subsidiaries operating in Germany, Japan and the USA, we examine the specific impact of culture on knowledge flows within multinational organisations. Specifically, we will look at the values and attitudes towards innovation and knowledge transfer and discuss the benefits of and barriers to knowledge transfer mechanisms, (2) investigate whether the organisations within our sample have a 'knowledge culture', and (3) examine organisations' beliefs about instruments that can facilitate the building up of a knowledge culture within the company, 3