Purpose-Whilst knowledge transfer is a major strategy for managing contemporary organizations the impact of the key factors influencing the rate of organization knowledge transfer is relatively unknown. As a contribution to this identified gap this paper aims to discuss the influence of particular organizational factors (IT systems, structured learning strategies, innovative organizational culture, and flexible structure and design) on knowledge transfer using a conceptual framework derived from the literature. The effect of both explicit and tacit knowledge transfer on innovative capabilities and organizational performance is to be examined. Design/methodology/approach-The survey study, conducted amongst 1,086 high-tech companies, targeted chief executive officers), CFOs (chief financial officers), COOs (chief operation officers) or top managers/administrators as they provided more reliable environmental and organizational information. Findings-The study findings, based on a sample response rate of 19.6 per cent, indicated that of the particular organizational factors considered IT systems had the most significant impact on organizational knowledge transfer followed by a structured learning strategy, and an innovative organizational culture. Personalized (tacit) knowledge transfer had a strong influence on innovative capabilities development and process innovation had a greater impact on organizational performance than product innovation. Originality/value-The findings can be used by managers to more efficiently direct knowledge transfer resource allocation decisions to further optimize organizational performance.
Purpose -The purpose of this paper is to set out to examine the relationships of organizational learning, social capital and the effectiveness of knowledge transfer and perceived organisational performance. Integrating organizational learning capability with social capital networks to shape a holistic knowledge sharing and management enterprise framework is a significant strategy to achieve organizational success. Design/methodology/approach -An integrative framework is used to determine the relationships of key variables of organizational learning such as learning intention, shared values, absorption capacity, integration capability, and social capital variables such as network structure, network stability and network relational quality on the effectiveness of knowledge transfer in organizations. In this research, senior management (Chief Executive Officer, Chief Financial Officer, Chief Operating Officer) from 650 firms were randomly sampled and surveyed from the register of the Industrial Technological Research Institute; 111 respondents are used in this study. Findings -The results indicated that absorption capacity, learning intention and integration capability in organizational learning had the greatest positive relationship with process innovation in knowledge transfer. The findings suggest that organizational learning processes are more important than social capital networks within the integrated knowledge transfer framework and that management could utilize their limited resources better to improve on organizational learning levers for greater effectiveness in knowledge transfer. Originality/value -This paper focuses on the existing gap in empirical work on the relationships of organizational learning, social capital variables and the effectiveness of knowledge transfer. The results of this paper could assist management in strategic decisions in resource allocation particularly in promoting and sustaining knowledge transfer to enhance organizational performance.
Purpose – The aim of this study is to determine key factors and processes for multinational companies (MNCs) to develop an effective stakeholder engagement and sustainable development (SD) framework. Design/methodology/approach – A qualitative multiple-case approach was used. A triangulation method was adopted (interviews, archival documents and observations) to collect data on three global firms (MNCs). Nine senior executives were interviewed for this study (three from each firm). An initial literature review was conducted to explore possible practices and factors (the deductive approach) to SD. Interview data were analysed using Nvivo to obtain appropriate nodes and themes for the framework. A comparison of findings from interview data, archival data, factors, themes and cross cases comparison were used to develop the final conceptual framework (the inductive approach). Findings – The results suggested that stakeholder engagement is a key mediator between “stakeholder network” (internal and external factors) and outcomes (corporate social responsibility, social capital, shared value and SD). Key internal factors such as human capital/talent, technology, culture, leadership and processes such as collaboration, knowledge sharing and co-creation of value with stakeholders were identified. These internal factors and processes must be integrated and aligned with external factors such as social, political, cultural, environment and NGOs to achieve effective stakeholder engagement. Originality/value – This study has captured the insight of how MNCs developed their SD strategies. Accessing internal data from MNCs is always a challenge and in-depth qualitative approach is warranted here to obtain underlying strategies, processes and meaning to SD in MNCs.
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