The Effect of Organisational Climate on Employees’ Creative Performance through Knowledge Sharing Behaviour

Malaysia has achieved significant industrial growth over the years due to the enterprising intervention of multinational companies (MNCs). The organisational climate in terms of its collaborative nature and innovative efforts has led to the enhancement of creativity among MNCs. The extent of knowledge sharing behaviour within MNCs, particularly in the Malaysian context, has not been thoroughly researched. A huge primary survey involving 20 MNCs with 155 respondents from both manufacturing and service sectors was included in this study. The findings of the study reveal that knowledge donating and knowledge collecting highly and positively influence creative performance. Interestingly, knowledge collecting mediates the relationship between an innovative climate and creative performance while a collaborative climate was found to highly and positively influence MNCs’ creative performance through knowledge donating. Thus, knowledge sharing behaviour is pivotal for the success of MNCs in terms of generating new ideas, promoting best practices, continuously improving and reducing the redundancy cost of learning to facilitate organisational effectiveness

FUSIONS-ACQUISITIONS ET CREATION DE VALEUR : BILAN DES RECHERCHES ET PERSPECTIVES D’EVOLUTION

La plupart des recherches financières s’accordent sur le fait que la stratégie de fusions & acquisitions profite davantage aux actionnaires de la cible qu’à ceux de l’acquéreur. Le caractère mitigé des résultats relatifs aux actionnaires de l’acquéreur rencontre plusieurs explications dans la littérature empirique. Cet article propose une synthèse des recherches consacrées à l’étude des facteurs de performance des fusions & acquisitions, en combinant des arguments empiriques et théoriques. Il tente ainsi d’apporter un éclairage complémentaire en se focalisant sur la phase d’intégration post-fusion et sur le phénomène du transfert de connaissances

Knowledge transfer processes within “Child rights, classroom and school management”. Factors affecting the knowledge transfer processes on an individual- group- and organizational level

This study aims to answer two research questions with focus in Sida’s International Training Program: Child rights, classroom and school management, the two questions regard the knowledge transfer process. The first one focuses on how the participants of the program express knowledge and knowledge transfer and the second one highlights what contextual factors that affect the processes on three different levels: individual- group- and organizational. These questions are answered through a social constructivistic approach with an adductive perspective which is manifested in qualitative methods as observations of the course made in Sweden and Zambia, observation of former participants accomplished in Uganda and interviews with the mentors conducted in Sweden and other participants done in Uganda. Selected theories presented in the theoretical framework show a diversity of researchers’ regarding their different definitions of knowledge and knowledge transfer, tacit and explicit knowledge and factors affecting the knowledge transfer process. The later theories are structured within individual-, group- and organizational level to follow my second research question. The analysis chapter contains a mixture of theory and results from the observations and interviews. Here the answers to the specific research questions are answered. Definitions of participants’ explanation of knowledge and knowledge transfer are presented and attached together with tacit and explicit knowledge. Factors affecting the knowledge transfer process are presented and evaluated upon. On individual level factors affecting the knowledge transfer process are: how the receiver adapts the knowledge sent, the way it is contextualized to be sent by the sender and to be adjusted to fit the context by the receiver, how the sender is willing to transfer their knowledge, how the sender is willing to share or not and the receivers participation in the process. On group level the main factor affecting the knowledge transfer process are the group dynamics with focus on the relationship between the sender and the receiver. On organizational level there were three major factors that were highlighted: how the organizational environment should be to encourage knowledge transfer, what the organizational culture should feel like to make the participants encouraged to share their knowledge and the communication between the sender and receiver that affects if there will be a transfer or not. Within the discussion chapter, the perspective is widened to include a general discussion about the research questions. Here a discussion about how one perceives knowledge and knowledge transfer is discussed with focus on seeing knowledge as an object or as a process. Further follows a theoretical discussion regarding knowledge as an object or as a process and how it is interlaced with knowledge transfer and knowledge sharing. Also further research topics within the chosen field are elaborated on

Knowledge Transfer Between Expatriates and Host Country Nationals: A Social Capital Perspective

One of the competitive advantages of multinational corporations (MNCs) is to successfully transfer knowledge among geographically dispersed and diverse locations (de Pablos, 2006; Kogut & Zander, 1993). During the process of knowledge transfer in MNCs, expatriates and host country nationals (HCNs) serve as boundary spanners, meaning that they generally serve as bridges for the transference of knowledge. However, because it might be more difficult for expatriates and HCNs to form positive relationships as they are from different cultural backgrounds, the transfer of knowledge may be impeded. This raises an intriguing question: How can expatriates and HCNs overcome the differences inherent between them and develop quality relationships instrumental for knowledge transfer? Existing research does not provide a good answer for this question. The knowledge transfer literature has focused on organizational vehicles and structural mechanisms, with little attention given to understanding how organizational processes and the individuals involved can facilitate knowledge transfer (e.g., Jensen & Szulanski, 2004; Riusala & Smale, 2007; S. Wang, Tong, Chen, & Kim, 2009). After all, it is people who have the knowledge that is applied and transferred (Itami, 1987). To answer this research question, I have four major objectives. First, I identify the personal qualities, such as cultural intelligence and networking behaviors, of expatriates and HCNs that contribute to positive relationship qualities between them. Second, I clarify whether organizational practices (i.e., a collaborative-based HR configuration) enable positive expatriate-HCN relationships. Third, I examine whether relationship qualities between expatriates and HCNs mediate the influence of relationship enablers (i.e., personal qualities and organizational practices) on knowledge transfer. Finally, I consider the knowledge transfer process from the perspective of both expatriates and HCNs. To assess the knowledge transfer between expatriates and HCNs, I collected data from 291 expatriates, originally from 32 countries and now working in 18 countries, and 67 HCNs. I used both SEM and multiple regression to analyze the single-source and multiple-source (i.e., 67 expatriate-HCN dyads) data. Results indicated that for both expatriates and HCNs, CQ is a relationship enabler. A collaborative-based HR configuration in host organizations also facilitates building positive relationship qualities. Moreover, with regard to the process of knowledge transfer from expatriates and the process of knowledge transfer from HCNs, there are some similarities and differences. The similarity is that CQ and collaborative-based HR configuration enable relationship qualities regardless of whether expatriates transfer knowledge to HCNs or HCNs transfer knowledge to expatriates. The difference lies in that when HCNs transfer knowledge to expatriates, frequency of interaction and shared vision facilitate knowledge transfer, but when expatriates transfer knowledge to HCNs, only frequency of interaction matters. In summary, this dissertation contributes to the knowledge transfer and expatriate literatures. It goes beyond the existing research of knowledge transfer in three ways. First, existing knowledge transfer research generally takes a macro lens by focusing on organizational systems and processes. This dissertation goes beyond this tradition by understanding how the personal qualities and organizational practices enable the development of expatriate-HCN social capital that is instrumental to knowledge transfer. Second, studies that discuss relationships as an underlying mechanism that links personal qualities, organizational practices and knowledge transfer are scant. This dissertation fills this gap. Third, most knowledge transfer research focuses on unidirectional knowledge transfer from expatriates to HCNs. This dissertation goes beyond this tradition by considering knowledge transfer from both expatriates and HCNs. Furthermore, this dissertation also contributes to expatriate research in two ways. First, traditional expatriate research generally focuses on areas such as selection, adjustment, and training. This dissertation goes beyond this tradition by understanding a relatively less-researched but important issue, expatriate knowledge transfer. Second, traditional expatriate research is expatriate-centric in that it neglects the roles of HCNs. This dissertation fills this research gap by incorporating HCN perspectives in the process of knowledge transfer

Knowledge transfer in cross-border post-acquisition integration

This study examines effective knowledge transfer in post-acquisition integrations. Although research already exists on knowledge transfer, significant gaps could be found in the literature, especially in the context of cross-border acquisition integrations. The aim of this study is to identify how can knowledge be transferred effectively in cross-border acquisition integrations. The sub-questions of this thesis are to find out why effective knowledge transfer is vital in integrations; what characteristics influence the transfer of knowledge and which transfer mechanisms should be chosen to ensure effective knowledge transfer. In order to attain the aim of this study, a framework was conducted based on the existing theories and findings of earlier literature. The theoretical framework combined knowledge transfer with different integration measures. Based on the theoretical framework and operationalization table, six expert interviews were conducted during three weeks in February 2019. The interviewees were chosen based on their expertise in the subject. All of the interviews were transcribed and analyzed through thematic analysis. Based on the transcribed interview material, thematic networks were built to be used for the analysis of this study. The empirical research of this study reinforced the existing theories to a large extent but gave also new viewpoints on the factors influencing effective knowledge transfer. It was concluded that knowledge transfer is an important element of integrations and depending on the level of the integration, significant amount of knowledge must be transferred in the integrations. If the transfer of knowledge is not effective or encounters challenges, it can affect the entire acquisition integration outcome. Consistent and clear communication is vital in order to build trust and a beneficial relationship between the acquisition parties. The better the communication achieved is, the more knowledge is transferred. Communication was concluded to be of great importance especially in the context of cross-border post-acquisition integration. Furthermore, surveillance is added to the influence factors to be an important aspect, since integrations often involve uncertainty among the employees. This uncertainty can also be decreased by effective communication. Additionally, building social communities to transfer knowledge, especially tacit one, is highlighted to be an effective mean. However, one should not merely rely on one transfer mechanism as the most effective way is often times a combination of more than one. Future research is encouraged to be able to gain more insight on this topic

Managing knowledge transfer in a multinational acquisition : a study of the factors that enable acquiring firms to successfully obtain intellectual capital from their acquisitions

Multinational Companies (MNCs) have gained an extremely important role in today’s business environment. Within these MNCs two major developments can be distinguished, namely the increasing importance of knowledge management and the big impact of acquisitions. However, both these developments pose considerable problems for its management. Managing knowledge transfer and acquisitions is even more difficult for MNCs than for purely domestic firms, due to geographic disparity. Since knowledge management and acquisitions play such an important role in today’s MNCs and are expected to even increase in importance for tomorrow’s, it is essential to continue research in these areas. In both separate areas extensive research has been conducted, but it is only since recent that the two developments have been combined. Therefore, this paper aims to develop a model of required management practices necessary for obtaining the acquired company’s intellectual capital. Only when tacit knowledge transfer takes place, intellectual capital from the acquisition can namely be transferred to the acquirer. To be able to specify these management practices, extant empirical literature on knowledge management and MNC acquisitions to obtain intellectual capital is discussed and analyzed. Based on this the model of required management practices is developed. The elements of this model are then illustrated by the case of Cisco that has a long standing track record of pursuing this type of acquisition deals successfully. The literature review and development of the model of required management practices necessary for obtaining the acquired company’s intellectual capital has led to the formulation of nine areas of management practices that need to be taken care of. Furthermore six internal and six external barriers are pointed out. With regard to these findings it can be concluded that the active management of integration/socialization mechanisms and taking care of areas of management practices that increase the development of social capital are requirements to success for this type of acquisition. Furthermore, actively managing the human side of the deal is necessary to create the required level of employee retention, involvement and participation. Of course economic and financial considerations still play a role in any acquisition deal. However, when the goal is to obtain intellectual capital, the management of these considerations alone is not enough

Intra-organizational knowledge transfer process in Vietnam's information technology companies

Intra-organizational knowledge transfer has attracted much attention of researchers and practitioners in recent years since knowledge transfer has been considered as a critical determinant of an organization’s capacity to confer sustainable competitive advantage. Despite extensive research on knowledge transfer issues, the effect of knowledge transfer on organizational performance still has not been fully examined or attracted adequate empirical testing. Therefore, the objective of this study is to investigate organizational factors influencing intra-organizational knowledge transfer, and examine the relationship between knowledge transfer process, its antecedents and organizational performance. Drawing on several theoretical streams, an integrated theoretical model of intra organizational knowledge transfer together with 13 hypotheses were developed and tested in the context of IT companies in Vietnam. To achieve the objectives, a triangulation of quantitative and qualitative studies was applied. A quantitative survey was employed to test hypotheses in the conceptual model derived from relevant literature. Data were collected from a survey of 218 managers and technical staff working in 36 IT companies located in Hanoi and HoChiMinh City. Multiple regression techniques were used to analyze the data. A case study research was conducted with the aim of illustrating the intra organizational knowledge transfer process within a company operating in a transition economy like Vietnam. Data for case study were mainly collected by interviewing managers and technical staff during a one-month field study in the FPT Software Solutions Company. The main findings showed that intra-organizational knowledge transfer is most affected by organizational culture, incentive system and organizational structure. Adaptability and solidarity are two culture values enabling the transfer process. A transparent and flexible incentive system motivates individuals to exchange and apply knowledge in their daily work. High level of centralization creates difficulties for social interaction and reduces autonomy and active involvement of employees, vi which are essential for successful knowledge transfer. High formalization facilitates the knowledge transfer process by providing a clear direction for employees and enhancing communication flow through an extensive monitoring and reporting requirement. The frequency of using IT tools did not significantly influence the intra organizational knowledge transfer process after other independent variables were added in the regression model. This suggests either that IT tools may not directly itself is not enough to ensure successful knowledge transfer. Therefore, to facilitate knowledge transfer process, it is important to foster knowledge-sharing attitude through providing greater opportunities for deeper involvement of users in the system. Although the knowledge transfer process was found not to mediate the relationship between its antecedents and organizational performance, the process itself moderately predicts organizational performance. This suggests that intra organizational knowledge transfer process should be considered as one of the factors contributing to company performance. The research has filled gaps in existing literature in several ways. Firstly, it extends our understanding of the important facilitators of intra-organizational knowledge transfer process. Secondly, it attempts to integrate both soft and hard organizational factors to create a comprehensive model of intra-organizational knowledge transfer. Thirdly, it clarifies the role of the intra-organizational knowledge transfer process in improving the company’s performance in a transition economy. Overall, the results of the study contribute to the advancement of research in the area of intra-organizational knowledge transfer and provide practical implications for managers of IT companies in Vietnam by shedding light on determinant factors of knowledge transfer process and examining the link between knowledge transfer process and firm performance

The Relationship between Expatriate Job Deprivation and Thriving at Workplace: Examining the Antecedents, Moderator, and Outcomes

Due to the continuous pressures emanating from today’s global economy, multinational corporations (MNCs) expanded their internationalised operations by placing substantial amounts of foreign direct investment (FDI) in a myriad of developing host countries. One of these developing countries is Egypt that was ranked in the top 5 host countries in the North Africa region, receiving the largest amount of FDI. This, in turn, increased the likelihood of relocating expatriates in the country and the necessity of effectively managing their international assignments. However, not all international assignments are successful due to several reasons, such as maladjustment issues, the inappropriate selection of the right expatriates with the necessary personal resources in their talent pipeline to navigate stressful events during assignments, and the lack of thriving driven by job deprivation issues. This study seeks to shed further light on the precise causes of this condition. Thus, drawing on the central tenets of the institutional theory, the two integrated relative deprivation and self-determination theories, and the conservation of resources theory, the present study contributes to the extant expatriation and international business literature by examining a set of relationships: (1) the institutional distance (ID) between Egypt and the expatriate’s home country and expatriate’s job deprivation regarding autonomy, competence, and relatedness; (2) adjustment and expatriate job deprivation; (3) job deprivation and thriving at workplace; (4) the moderating role of cross-cultural psychological capital (CC-PsyCap) in the expatriate job deprivation-thriving relationship; (5) CC-PsyCap and thriving; and (6) expatriate thriving and willingness to share knowledge with local employees, intention to renew current international assignment in Egypt, and performance. Data were collected from a sample of 313 business expatriates who work in the foreign subsidiaries of foreign organisations in Egypt. Using structural equation modelling to test the hypothesised model, the empirical results demonstrated that ID had a differential effect on the three aspects of job deprivation (autonomy, relatedness, and competence). Results also unfolded that expatriates’ adjustment had a significant negative effect on job deprivation. Additionally, job deprivation had a significant influence on thriving. Although the direct effect of CC-PsyCap on thriving was significant, its moderating effect on job deprivation-thriving linkage was not significant. Finally, expatriate thriving was found to be a significant catalyst for knowledge sharing willingness, current assignment renewal intention, and performance. Accordingly, the study’s results suggest that expatriates’ success on international assignments entails crafting a thriving host workplace where they should possess high levels of psychological resources in their talent pipelines and their host jobs’ needs should be highly fulfilled relative to their previous home jobs’ ones

Factores de éxito o fracaso en operaciones de fusión y adquisición

Les operacions de fusió i adquisició són en general controvertides en termes dels seus resultats, a hores d'ara no hi ha acord en la literatura sobre com aquests han de mesurar-se. Les conclusions contradictòries en els resultats s'expliquen, segons els autors, bé per l'ús de diferents mètriques o bé de mètriques d'una sola dimensió o fins i tot per l'existència de variables no identificades a l'hora de determinar l'èxit o fracàs de les operacions. Amb l'objectiu d'entendre a què obeeix l'èxit o fracàs de les operacions corporatives, són molts els autors que tracten d'identificar quins factors són els determinants d'aquests resultats, i solen classificar-los en "soft" o "hard" en funció de fins a quin punt són susceptibles de poder ser quantificats. Aquests factors s'estudien al llarg de les diferents etapes de cada operació, si bé la literatura recent els comença a considerar de forma transversal, buscant les interrelacions que puguin haver-hi entre ells. L'aportació d'aquest treball és la identificació dels factors d'èxit o fracàs de les operacions recogidas en la literatura i fins a quin punt els directius involucrats en F & A entenen, en base a la seva experiència, que els factors determinants són els mateixos o pel contrari, són uns altres que els identificats pels acadèmics. Com a resultat d'aquesta anàlisi es conclou que els gestors coincideixen amb el diagnòstic de la literatura en molts dels factors determinants de l'èxit o fracàs de les operacions.Las operaciones de fusión y adquisición son en general controvertidas en términos de sus resultados, aunque no hay acuerdo en la literatura a la fecha acerca de cómo éstos han de medirse. Las conclusiones contradictorias en los resultados se explican, según los autores, por el uso de diferentes métricas o métricas de una sola dimensión y la existencia de variables no identificadas a la hora de determinar el éxito o fracaso de las operaciones. Con el objetivo de entender a qué responde el éxito o fracaso de las operaciones, son muchos los autores que tratan de identificar qué factores son los determinantes de estos resultados, y suelen clasificarlos en soft o hard en función de hasta qué punto son susceptibles de ser cuantificados. Dichos factores se estudian a lo largo de las distintas etapas de las operaciones, si bien la literatura reciente los empieza a considerar de forma transversal, buscando las interrelaciones entre ellos. La aportación de este trabajo es la identificación de los factores de éxito o fracaso de las operaciones recogidos en la literatura y hasta qué punto los directivos involucrados en F&A en la práctica entienden, en base a su experiencia, que los factores determinantes son los mismos u otros que los identificados por los académicos. Como resultado de este análisis concluimos que los gestores coinciden con el diagnóstico de la literatura en muchos de los factores determinantes del éxito o fracaso de las operaciones.Mergers and acquisitions are in general controversial in terms of results, although there is currently no agreement on literature regarding the best way to measure these results. Contradictory conclusions on results are explained, according to the literature, by the different metrics or a unique metric dimension, as well as the existence of difference variables not identified in determining the success or failure of operations. With the objective of understanding the reason of success or failure of operations, there are many authors who try to identify which factors are key to these results, and usually classify them on soft or hard depending on the extent of which could be quantifiable. These factors are studied through the different phases of the operations, although recent literature is starting to consider them in a transversal way, looking for the interrelationships between them. The contribution of this work is the identification of the success or failure factors included on the literature and to which extent the managers involved and working on F&A understand, based on their own experience, that determining factors are the same or different than those identified by the academics. As a result of this analysis, we conclude that managers coincide with the diagnosis of the literature in many determining success or failure factors of the operations