Purpose The purpose of this paper is to empirically distinguish the influence of the individual factors (enjoyment in helping others and knowledge self-efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge-sharing processes. Design/methodology/approach Data were collected through a survey of 196 employees from large ICT companies in Croatia, and structural equation modeling was used to investigate the research model. Findings Results of the empirical research indicate that enjoyment in helping others as an individual factor, top management support as an organizational factor, and ICT use as a technology factor significantly influence knowledge-sharing processes. The results also suggest that the willingness of employee to donate and collect knowledge enables the firm to improve innovation capability. No influence of the individual factor knowledge self-efficacy on the employee knowledge-sharing behavior was found within this research. Research limitations/implications Subjectivity of respondents, Likert scale – perception, and future research can include higher number of population and examine how personal traits (such as age, level of education, and working experience) and organizational characteristics (such as firm size) may moderate the relationships between knowledge enablers and processes. Practical implications From a practical perspective, the relationships among knowledge-sharing enablers, processes, and firm innovation capability may provide a guide regarding how firms can promote knowledge-sharing cultures to sustain their innovation performance. Originality/value This study identifies several factors essential to successful knowledge sharing, and discusses the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing.

Abstract:In the present paper, we report on the synthesis, and in vitro antiviral and cytostatic activities of a series of novel imidazole [4,5-e][1,3]diazepine-4,8-dione (compounds 9-11) and acyclic carbamoyl imino-ureido imidazole (compounds 12 and 13) derivatives. These new type of chemical entities showed no significant activity on the broad spectrum of DNA and RNA viruses. Results of antiproliferative assays performed on a panel of selected human tumor cell lines revealed that only compounds 1 and 5 showed moderate and selective cytostatic effect against HeLa cells (IC 50 = 24 and 32 µM) with no concomitant cytotoxic effects on human normal fibroblasts (BJ). Importantly, an imidazole derivative containing a pyrrolidine moiety linked via an ethylenic spacer (3) showed a selective cytostatic effect toward cervical carcinoma (HeLa) cells (IC 50 = 9.5 µM) with OPEN ACCESSMolecules 2013, 18 13386 no apparent cytotoxicity on human normal fibroblasts (BJ). This compound can be therefore considered as a potential anti-tumor lead compound for further synthetic structure optimization.

The purpose of this paper is to investigate subsidiary strategic initiatives in the light of dynamic headquarters-subsidiary relations. The study is based on cross-sectional questionnaire survey data from 105 subsidiary top managers in subsidiaries located in Europe, Asia, and the USA within the ICT industry. The assumption of similar behavior by subsidiaries in the same industry is a sufficient motive for concentration on single industry. Theoretical contribution is reflected in the testing of models in subsidiaries within single rapidly growing turbulent industry that is abundant with hyper-competition and competitive dynamics, and where strategic initiatives are fundamental for survival, and by modeling variables in a different way than previously explored. Furthermore, the additional contribution is reflected in the conceptual model of the interdependence of subsidiaries and MNC in the process of subsidiary strategic initiatives, and besides providing a new perspective in this area, provides a framework for future research. The obtained results show that subsidiary networking and autonomy have a significant impact on subsidiary strategic initiatives whereas top management support and subsidiary innovativeness have no impact on the same variable. The results show that subsidiary strategic initiatives have a significant impact on its contribution to the multinational corporation (MNC).

Kako međunarodno poduzeće čini grupa geografski disperziranih međunarodnih podružnica od kojih svaka ima svoje vlastite ciljeve i želje vezane uz razvoj, logičnim se nameće potreba za izučavanjem partikularnosti u strateškom upravljanju međunarodnim podružnicama. U radu je prikazana konceptualizacija i evolucija međunarodnih poduzeća i međunarodnih podružnica. Zasebno su analizirane vrste uloga međunarodnih podružnica. Literatura potvrđuje kako međunarodne podružnice imaju određene uloge koje obnašaju unutar međunarodnog poduzeća, a interakcija između matičnog poduzeća i međunarodnih podružnica i utjecaj lokalnog tržišta na poslovanje međunarodnih podružnica su krucijalni u definiranju uloga i odgovornosti. Od svih identificiranih varijabli, integriranost i autonomija su značajno prisutne u gotovo svim vrstama uloga. Upravljanje međunarodnim podružnicama uključuje i razvoj međunarodnih podružnica koji može biti promatran prema matičnom poduzeću, ali i u zemlji u kojoj se nalazi međunarodna podružnica. U zaključku rada su također istaknute specifičnosti odnosa matičnog poduzeća i međunarodnih podružnica kao relevantan dio strateškog upravljanja međunarodnim podružnicama.