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Article
Publication date: 7 September 2012

Kenneth Husted, Snejina Michailova, Dana B. Minbaeva and Torben Pedersen

This paper aims at further developing and empirically examining the concept of knowledge‐sharing hostility. It seeks to analyze reasons for hoarding knowledge, reasons for

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Abstract

Purpose

This paper aims at further developing and empirically examining the concept of knowledge‐sharing hostility. It seeks to analyze reasons for hoarding knowledge, reasons for rejecting external knowledge, and attitudes towards mistakes, as well as the influence of these factors on actual knowledge‐sharing behavior. The paper aims to examine how two specific knowledge‐governance mechanisms – commitment‐based and transaction‐based mechanisms – affect knowledge sharing

Design/methodology/approach

The authors test the hypotheses on a sample of 1,639 respondents in 15 organizations in Denmark.

Findings

The authors find that the use of transaction‐based mechanisms promotes knowledge‐sharing hostility by strengthening individuals' reasons for hoarding and rejecting knowledge, and by negatively affecting individuals' attitudes towards sharing knowledge about mistakes. In contrast, the use of commitment‐based mechanisms diminishes knowledge‐sharing hostility among individuals.

Originality/value

The contribution of the paper is two‐fold. First, it responds to the clear need to examine individual characteristics related to withholding knowledge in organizations. Second, by delineating specific organizational governance mechanisms that are critical for dealing with knowledge‐sharing hostility, the research responds to the call for research aimed at explaining and detailing problems that lie in the intersection of organization and knowledge processes.

Details

Journal of Knowledge Management, vol. 16 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 February 2005

Dana B. Minbaeva

The purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.

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Abstract

Purpose

The purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.

Design/methodology/approach

It is suggested that the employment of human resource practices, which affect absorptive capacity of knowledge receivers and support organizational learning environment, is positively related to the degree of knowledge transfer to the subsidiary. Moreover, the higher degree of knowledge transfer is expected when HRM practices are applied as an integrated system of interdependent practices. Hypotheses derived from these arguments are tested on the data from 92 subsidiaries of Danish multinational corporations (MNCs) located in 11 countries.

Findings

Results of the analysis indicated the existence of two groups of HRM practices conducive to knowledge transfer. The simultaneous effect of the first group of HRM practices consisting of “staffing”, “training”, “promotion”, “compensation” and “appraisal” on the degree of knowledge transfer was found to be positive and substantial. The hypothesis regarding the effect of corporate socialization mechanisms and flexible working practices (the second group of HRM practices) was not supported by the data. The analysis also indicated that some HRM practices have a complementary effect on the degree of knowledge transfer when they are applied as a system.

Research limitations/implications

While this study makes a contribution to our understanding of the relationship between HRM practices and knowledge transfer in the MNC, clearly, additional research is needed to develop this link further, which until now has been largely black‐boxed.

Originality/value

Makes a contribution to our understanding of the relationship of HRM practices and knowledge transfer in MNCs.

Details

Personnel Review, vol. 34 no. 1
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 December 2004

Dana B. Minbaeva and Snejina Michailova

Research on multinational corporation (MNC) knowledge transfer has argued continuously for the behavior of knowledge senders to be a determinant of knowledge transfer. Although…

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Abstract

Research on multinational corporation (MNC) knowledge transfer has argued continuously for the behavior of knowledge senders to be a determinant of knowledge transfer. Although the importance of disseminative capacity regarding knowledge transfer has been illustrated in numerous conceptual studies, substantial empirical support is largely absent. Based on previous studies, re‐operationalizes disseminative capacity as being dependent upon the ability and the willingness of organizational actors to transfer knowledge where and when it is needed in the organization. Using the context of expatriation, suggests that MNCs may apply different mechanisms depending on whether they want to develop expatriates' ability or willingness to transfer knowledge. Suggests that MNCs may enhance expatriates' willingness to transfer knowledge through the employment of long‐term expatriate assignments, whereas expatriates' ability to transfer knowledge may be increased through their involvement in temporary assignments such as short‐term assignments, frequent flyer arrangements, and international commuting. Tests the hypotheses empirically based on data from 92 subsidiaries of Danish MNCs located in 11 countries.

Details

Employee Relations, vol. 26 no. 6
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 26 September 2019

Ruihua Wang

Knowledge sharing in a master-apprentice pattern is the process of transferring tacit knowledge from masters to apprentices. In addition, 90 per cent of knowledge required for…

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Abstract

Purpose

Knowledge sharing in a master-apprentice pattern is the process of transferring tacit knowledge from masters to apprentices. In addition, 90 per cent of knowledge required for organizational innovation is tacit knowledge in the master-apprentice pattern. The purpose of this paper is to analyze the evolution of knowledge sharing in master-apprentice pattern and explore the consequences of how to improve the knowledge sharing in the master-apprentice pattern.

Design/methodology/approach

This paper uses asymmetric evolutionary game theory to study the evolutionary track of knowledge sharing in master-apprentice pattern of innovative organizations by analyzing the utility of masters and apprentices during the process of knowledge sharing in master-apprentice pattern of the innovative organization.

Findings

The results reveal that when the masters obtained utility from sharing knowledge is greater than that from hoarding knowledge, and the apprentices obtained utility from studying hard is greater than the costs, the innovative organization can get the largest utility from the knowledge sharing in the mater-apprentice pattern.

Research limitations/implications

The limitation of the research is that this paper mainly studies knowledge sharing among individuals and does not research knowledge sharing between individuals and organizations.

Practical implications

This research has extended the understanding of knowledge sharing in master-apprentice and its evolution path. Also, the obtained findings are conducive to promoting knowledge sharing in master-apprentice and improving human resource management in innovative organizations.

Originality/value

This paper attempts to construct the evolution path of knowledge sharing in master-apprentice pattern, which is a useful exploration of the dynamics of knowledge sharing in master-apprentice pattern and makes up for the shortcomings of the existing research.

Details

International Journal of Innovation Science, vol. 11 no. 3
Type: Research Article
ISSN: 1757-2223

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Book part
Publication date: 2 December 2024

Vítor Corado Simões, John Cantwell and Philippe Gugler

Abstract

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The History of EIBA: A Tale of the Co-evolution between International Business Issues and a Scholarly Community
Type: Book
ISBN: 978-1-83608-665-9

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Article
Publication date: 15 March 2024

Dana Minbaeva and Bahtiyar O. Minbayev

In this paper we explore potential barriers for commodification of academic research in emerging countries.

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Abstract

Purpose

In this paper we explore potential barriers for commodification of academic research in emerging countries.

Design/methodology/approach

We carried out an exploratory study employing a mixed-method sequential exploratory design. Initially, qualitative interviews were performed to identify cognitive, structural, and ideological barriers associated with commodification. Subsequently, we administered a survey at three universities in Kazakhstan to gather quantitative data. The quantitative insights served to complement our qualitative findings and facilitate the interpretation of the observed patterns within the broader population.

Findings

We found that a too rapid shift toward commercialization exacerbated concerns among faculty members and created obstacles to commodification. The obstacles identified through inductive clustering of themes from exploratory qualitative interviews were grouped into three intentionally broad categories: cognitive, structural, and ideological barriers. We argue that in emerging economies, the path to commodifying academic research should start with developing local infrastructure to address identified structural, cognitive, and ideological barriers. This, in turn, will lead to more successful commercialization and redefine the role of academics in society.

Research limitations/implications

Our study has several limitations related to its empirical scope. We concentrated solely on one country, Kazakhstan. For future research, it is crucial to broaden the investigation to include more studies from the Central Asia region and other emerging economies. We believe that while there may be some minor institutional differences, the findings are generalizable to all post-socialist countries. However, incorporating a diverse range of institutions, particularly those with foreign ownership or private capital, would enhance the comprehensiveness of the findings. Furthermore, collecting a more extensive and balanced sample of responses from industry partners, academics, and students would have provided more valuable insights. By including a broader representation of stakeholders, we could have gained a more nuanced understanding of the complexities surrounding commodification in higher education. Given the exploratory nature of this study, it is essential to regard the findings as a source of inspiration rather than empirical confirmation.

Practical implications

Our research has practical implications for managing universities in emerging markets, as well as important policy implications, both for international actors and local governmental bodies.

Social implications

Our findings carry implications for policymakers. The focus that international institutions place on the matter of commodification and commercialization of knowledge is a positive step. Challenges emerge when this matter is approached with a narrow perspective. Drawing on the empirical context of the Republic of Kazakhstan, a country often overlooked in the literature on emerging markets, we find evidence that knowledge has indeed transformed into a commodity. The rapid shift toward commercialization, driven by substantial institutional pressures, may have occurred too precipitously in this particular context. In light of these findings, we advocate for a more balanced and contextually nuanced discourse concerning both the commodification and commercialization of knowledge.

Originality/value

This study represents one of the few endeavors into exploring commodification within the context of emerging economies. In recent decades, universities have faced substantial pressures to commodify academic research. While there has been a significant volume of research discussing and documenting the success of commodification in developed country universities, those in emerging economies have faced similar pressures without achieving comparable success. This paper delves into the reasons why.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

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Available. Content available
Article
Publication date: 5 June 2017

Dana Minbaeva

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Abstract

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 2
Type: Research Article
ISSN: 2051-6614

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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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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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Book part
Publication date: 16 September 2019

Snejina Michailova and Dana L. Ott

Abstract

Details

Talent Management in Small Advanced Economies
Type: Book
ISBN: 978-1-78973-450-8

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Article
Publication date: 6 June 2016

Dana Minbaeva and Steen Erik Navrbjerg

The purpose of this paper is to investigate how the implementation of headquarters-originated employment practices affect multinational corporation (MNC) ability to exploit the…

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Abstract

Purpose

The purpose of this paper is to investigate how the implementation of headquarters-originated employment practices affect multinational corporation (MNC) ability to exploit the value of organizational social capital of the acquired subsidiary.

Design/methodology/approach

The authors use qualitative insights collected over 16 years from a Danish company to illustrate how a foreign MNC’s interference with the balanced structure of relations, norms, and roles in a subsidiary jeopardized the value of existing social capital.

Findings

The authors argue that changes in the collective perception of employment practices create the collective response, constructive or destructive, resulting respectively in the gain or loss of the performance benefits arising from organizational social capital.

Practical implications

The authors suggest two guidelines and two general propositions for future research on the value of organizational social capital in international takeovers.

Originality/value

The results indicate that local management and employees could use organizational social capital as a unique feature of the local business system when competing with other subsidiaries in the same MNC.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 3 no. 2
Type: Research Article
ISSN: 2051-6614

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