What is it about?
Integration and transfer of knowledge within an MNE impacts its performance and success. However, most of the research in this are is at the MNE (organizational) level while the individual level is largely unexplored. We focus on how perceived subsidiary power influences individual level knowledge transfer ( seeking and sharing) with an MNE. The findings can be inferred for any organization having units within it.
Featured Image
Photo by Celpax on Unsplash
Why is it important?
Individuals are the locus of knowledge in an organization. they channel knowledge flows and shape perceptions. Moreover, knowledge transfer behavior of individuals is heterogeneous. Understanding individual level knowledge transfer behavior is critical for organizational knowledge creation and success. We explain how subsidiary (unit) power impacts interpersonal knowledge transfer with the MNE (organization). While doing so we add an 'identity-based quasi-formal' mechanism to the knowledge governance approach. Our model can help managers utilize subsidiary power perceptions, individuals' organizational identities and cultural intelligence to encourage or discourage knowledge sharing / seeking as the need be.
Perspectives
I think one of the dilemmas we face at workplaces is whether to seek or share knowledge or not. I was excited to see how the direct and contextual explanations of perceived unit power, and identification and cultural intelligence of individuals help explaining this dilemma .
AProf Revti Raman Sharma
Victoria University of Wellington
Read the Original
This page is a summary of: Subsidiary power, cultural intelligence and interpersonal knowledge transfer between subsidiaries within the multinational enterprise, Journal of International Management, December 2021, Elsevier,
DOI: 10.1016/j.intman.2021.100859.
You can read the full text:
Contributors
The following have contributed to this page
