Taxonomies of Organizational Knowledge

The paper systematizes organizational knowledge, starting from the classical dichotomy of tacit and explicit, and outlining the importance of these taxonomies, which may seem reductive, in properly understanding the nature of organizational knowledge and operating with it in business.organizational knowledge, classifications, knowledge transfer

Knowledge transfer processes in Romanian multinational companies

The aim of this study is to investigate the knowledge transfers taking place between multinational companies and their locally dispersed subsidiaries. Focusing on the Romanian market it will shed some light on the way multinational companies - which have opened their subsidiaries rather recently in Romania - exploit the organizational knowledge stock and know-how in order to train their new employees. The Romanian economy and market characteristics have changed dramatically along the last decade, partly due to the penetration on the market of a series of multinational companies. For supporting knowledge creation in the Romanian subsidiaries, the headquarters should share and transfer knowledge to the newly created organizational entities characterized by separation through time, space, culture and language. It is also important to be aware of the specific cultural setting of the Romanian market. The case study performed on a multinational company, Nobel Romania, will analyze the way knowledge transfer was performed between headquarters and subsidiaries’ sales departments. Arguments will be drawn upon theory in knowledge management and related fields and an insider view of the process will be provided, along with in-depth interviews with people directly involved in transferring the know-how from headquarters to subsidiaries and people who have absorbed, combined and internalized the knowledge in the work process.knowledge management; knowledge transfer processes; multinational companies in Romania.

The gender pay gap and performance pay: Is there room for discrimination?

Although discrimination is the most prominent explanation for the gender pay gap, studies providing conclusive evidence are scarce. This paper examines whether discrimination is less severe under performance pay than under time-based pay. To identify an external and measurable source of discrimination we exploit the variation of social norms regarding equal pay for equal work across different regions. We hypothesize the influence of social norms to be smaller in performance than time-based pay because performance pay is more closely tied to workers' productivity and thus employers have less scope for discrimination. Our empirical results show a strong and significant effect of social norms for the time-based component of pay, whereas we cannot identify such an effect for the performance-based component of pay. Therefore, our paper provides a direct proof that discrimination is less severe under performance than time-based pay