Factors impacting knowledge transfer success in information systems outsourcing

Despite increased research interest on knowledge transfer in information systems (IS) outsourcing, the field still lacks sound and holistic understanding of the key factors influencing knowledge transfer success. The present paper attempts to provide a synthesis of existing theoretical perspectives and empirical findings related to the factors that facilitate or hamper knowledge transfer success in IS outsourcing. The data collection method is discussed and the key findings are presented. Conclusion is drawn and further research is suggested

Knowledge management in the voluntary sector: A focus on sharing project know-how and expertise

Voluntary sector organisations are operated principally by volunteers who are not obliged to share their knowledge, as might be expected in a for profit company, with a greater consequent loss of knowledge should individuals leave. This research examines how a volunteer-led organisation, the Campaign for Real Ale (CAMRA), acquires, stores and shares its project knowledge in the context of event management. Three annual CAMRA festivals of different sizes and maturity were selected to see how volunteers' knowledge is managed in the process of organising their festivals. Key festival officers were interviewed and focus groups, comprising of festival volunteers, were conducted. While the maturity of a festival and its size seemed to influence the ways in which knowledge was managed there were some commonalities between festivals. Evident was a strong master-apprentice model of learning with little formal training or record keeping except, that is, where legislation and accountability in treasury and health and safety functions were necessary. Trust between volunteers and their need to know and to share information appeared to be dependent, in part, on their perception and confidence in the success of the overarching project organisation, and this helped shape volunteers' knowledge sharing practices. Whilst there was evidence of a laissez-faire approach to codification and the sharing of knowledge, this was less so when volunteers recognised a genuine lack of knowledge which would hinder the success of their festival. The analysis also highlighted factors related to the sharing of knowledge that, it is suggested, have not been identified in the for-profit sector

Interdisciplinary perspectives on aid and local ownership in projects

development projects;development aid;organization theory;local level;aid institutions;intercultural communication;project implementation

Contextualizing AMO explanations of knowledge sharing in MNEs: the role of organizational and national culture

Ability, motivation, and opportunity (AMO) approaches have dominated studies of knowledge sharing in multinational enterprises (MNEs). We argue that there is a need to consider both the national and organizational cultural contexts. Beyond their direct influence on knowledge sharing with colleagues in other business units (BUs), national and organizational culture significantly reinforce the positive relation between individual motivation and knowledge sharing. Thus, our multi-level approach to knowledge sharing in MNEs gives rise to a contextualized AMO approach that provides a novel and more potent understanding of variations in knowledge sharing. At the individual level, our approach includes the degree of ability in the sense of professional competence, intrinsic motivation, and opportunities to interact with colleagues in other BUs. At the organizational and country levels, we examine the direct and indirect effects of a collaborative culture on knowledge sharing. We employ data from an MNE that operates across a variety of regions, including the Nordic countries, Central and Eastern Europe, and Southeast Asia. The sample consists of 11,484 individuals nested in 1,235 departments in 11 countries. As well as confirming the significance of individual competence, intrinsic motivation, and opportunities for interaction for knowledge sharing, our findings reveal that both organizational culture and national culture are important factors for our understanding of knowledge sharing. This suggests that over and above recruiting intrinsically motivated employees, managers can enhance knowledge sharing by developing collaborative organizational cultures at the departmental level

An investigation of knowledge transfer in information systems (IS) outsourcing

This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University.Inter-organisational knowledge transfer is of central interest both as an academic topic and in business practice. However, despite the attention given to the importance of this subject from different perspectives in various contexts, little is known about how knowledge is transferred from vendors to clients in information systems (IS) outsourcing. This research attempts to address this apparent theoretical and empirical deficiency by providing a deeper understanding and more holistic analysis of the key factors which facilitate or inhibit knowledge transfer success in IS outsourcing. This study employed a qualitative, multiple case study approach in the interpretive paradigm. Data was collected mainly from the IS departments of three public sector organisations in Oman. Oman was chosen as the context for the study due to its rapid growth in recent years and the opportunity to consider the many major IS outsourcing projects which have been undertaken by its public sector. Through semi-structured interviews, this study explored the perspectives of the internal IS staff on their experience of knowledge transfer and learning from vendors through various IS outsourcing projects. Written and electronic documentations as well as non-participant observations also served as important triangulation and complementary sources in understanding the phenomenon being studied and as means of gaining additional perspectives and further insights on key issues. The empirical evidence demonstrated that there are five sets of factors which facilitate or inhibit knowledge transfer success in IS outsourcing. These are: knowledge (knowledge tacitness and knowledge complexity), client (learning intent, absorptive capacity and motivation), vendor (vendor capability, vendor credibility and vendor openness), relationship (relationship quality, relationship duration, relationship governance and organisational distance) and knowledge transfer mechanisms (formal and informal). The findings of this study contributed and extended the growing body of research on IS outsourcing by developing a novel, holistic conceptual framework which examined five sets of factors that impact knowledge transfer success. Additionally, it provided prescriptive value for practitioners seeking to realise efficient and effective knowledge transfer in IS outsourcing

Knowledge sharing in the context of mentoring

The research examines individual level horizontal knowledge sharing across MNC subsidiaries taking place in the context of mentoring. The aim is to look beyond traditional career related outcomes associated with mentoring and explore how it affects ability, motivation and opportunity to share knowledge. The theoretical review is guided by the knowledge governance approach and factors affecting knowledge sharing are discussed with the help of the AMO- framework. The research is a qualitative case study of a MNC’s international business unit. Data was collected by conducting structured theme interviews. The empirical part of the research is based on the integrative framework derived from existing scientific literature on the research topic. The data was first analyzed to form a comprehensive picture about the current state of knowledge sharing in the business unit. Then, knowledge sharing in the context of mentoring was taken under closer examination. In the end, factors affecting an individual’s motivation, opportunity and ability to share knowledge within and outside the mentoring relationship were compared with each other for conclusions to be drawn. The findings suggest that knowledge sharing at the local level is mostly affected by a siloing effect arising from internal competition and an entrepreneurial organizational culture, whereas cross-border sharing is still in its infancy and is characterized by lack of structures. Mentoring can be considered as a commitment-based knowledge governance mechanism, which improves individuals’ motivation, opportunity and ability to share knowledge by transcending barriers otherwise present in the business unit. Nevertheless, perceived organizational commitment, prior mentoring experience and a wide work related experience gap were shown to have a negative effect on knowledge sharing, even in the context of mentoring.fi=Opinnäytetyö kokotekstinä PDF-muodossa.|en=Thesis fulltext in PDF format.|sv=Lärdomsprov tillgängligt som fulltext i PDF-format

Embodied Knowledge Transfer Comparing inter-firm labor mobility in the music industry and manufacturing industries

This paper adds new knowledge to the phenomenon of transferring embodied knowledge through labor mobility by means of a comparative study of the entertainment and manufacturing industries. Explorative in nature, the paper takes advantage of unique data on the Danish labor market (i.e. IDA) to investigate labor mobility patterns for the two selected industries and to detect internal differences within industry segments and regarding creative intensive and invention activities in particular. We use the music industry as a proxy for the entertainment industries.Embodied knowledge transfers, labor market dynamics, inter-firm mobility, creative intensive and invention activities, entertainment industries, manufacturing industries

Knowledge transfer from Portugal Telecom to OI: the role of expatriates

JEL classification: F2, M1The present study intends to explore the types of knowledge transferred from the headquarters to the subsidiary. As well as to clarify the role that expatriates play in the process of knowledge transfer. For this study, we used the case study of Portugal Telecom (parent) with the Brazilian Oi (subsidiary). Quantitative and qualitative methods were applied. In order to strengthen the results obtained with the quantitative methods (questionnaires), the expatriates who were involved in the project of knowledge transfer from Portugal Telecom to Oi were also interviewed. The study indicates that expatriates are actively involved in the areas of knowledge transfer. Finally, this study concludes with the limitations and suggestions for future research.O presente estudo pretende explorar os tipos de conhecimento transferido da casa mãe para a subsidiária. Bem como clarificar o papel que os expatriados desempenham no processo de transferência de conhecimento. Para este estudo é utilizado o caso de estudo da Portugal Telecom (casa mãe) com a brasileira Oi (subsidiária). Foram aplicados métodos quantitativos e qualitativos. Com o objectivo de fortalecer os resultados obtidos via questionário (quantitativos), foram também entrevistados expatriados que estiveram envolvidos no projecto de transferência de conhecimento da Portugal Telecom para a Oi. O estudo indica que os expatriados participam activamente nas áreas de transferência de conhecimento. Por fim, este estudo é concluído com as limitações e as sugestões para pesquisas futuras