Cultural Variations in the Cross-Border Transfer of Organizational Knowledge: An Integrative Framework

Bhagat, Rabi S.; Kedia, Ben L.; Harveston, Paula D.; Triandis, Harry C.

doi:10.2307/4134352

Cited by 308 publications

(377 citation statements)

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“…In a global business environment, the cultural distance between both parties influences organizational behaviors, the decision-making process of managers, and work-related values (Hewett et al, 2006;Hofstede, 1980). Many problems with collaboration arise from a lack of respect for the other country's goals and culture (Asgary and Mitschow, 2002), thereby jeopardizing both parties' commitment to collaboration and overall satisfaction with the relationship (Griffith and Myers, 2005) and obstructing intercultural knowledge transfer (Bhagat et al, 2002).…”

Section: Cultural Differencesmentioning

confidence: 99%

Supplier Development for Sustainability: Contextual Barriers in Global Supply Chains

Busse¹,

Niu²,

Schleper

et al. 2016

AMPROC

107

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Acknowledgments:An earlier version of this paper was the recipient of the 2015 Chris Voss Best Paper Award granted at the 22 nd European Operations Management Association conference. We are most grateful to the EurOMA Scientific Committee for choosing our paper and encouraging us to consider IJPDLM as a publication outlet for our research. We also acknowledge the helpful feedback received at the conference. Moreover, we would like to thank the three anonymous reviewers at IJPDLM who have provided extremely insightful and constructive suggestions which helped us to improve this paper substantially. Finally, we express our gratitude to the Editor, Alexander E. Ellinger, for facilitating a speedy review process. Design/methodology/approach -A dyadic case study design was adopted with a Western European buyer and six of its Chinese suppliers. The database consists of 41 interviews and 81 documents.Findings -Contextual barriers to SDS in global supply chains derive from complexities in the sustainability concept, socio-economic differences, spatial and linguistic distance, as well as cultural differences between buyers and suppliers. Partial remedies include effective joint communications, an open organizational culture, and the fostering of cross-contextual understanding.Research implications -The findings contribute to theory development at the intersection of sustainable and global supply chain management research. They help to explain why scarce sustainability-related progress in global supply chains has occurred in recent years.Practical implications -The identified barriers facilitate managerial decision making that will expedite SDS progress in global contexts.Social implications -By diffusing knowledge regarding available remedies, the study contributes to improving SDS effectiveness, thereby fostering sustainability capabilities and performance of suppliers.Originality/value -This research highlights the criticality of contextual barriers to SDS. The barrier effects that stem from differing real-world conceptions of sustainability may inform future sustainable supply chain management research within and beyond SDS.

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Section: Cultural Differencesmentioning

confidence: 99%

Supplier Development for Sustainability: Contextual Barriers in Global Supply Chains

Busse¹,

Niu²,

Schleper

et al. 2016

AMPROC

107

View full text Add to dashboard Cite

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“…Paying attention to the cultural background provides a better understanding of the relationships between the various domains of messages. Furthermore, it is important to have a-priori knowledge of what pieces of information to sample and what kind of associations already exist with the items and domains of knowledge [3]. In light of these factors, situations when cultural paradigms of agents are removed from one another, transfer of knowledge between the agents may be difficult because articulating particular knowledge or ideas may not be legitimized.…”

Section: Issues With Knowledge Transfermentioning

confidence: 99%

Developing Effective Crowdsourcing Systems for Medical Diagnosis: Challenges and Recommendations

Sen

Ghosh

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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“…Common goals and vision also increase the relatedness of frames of reference, interpretational schemas and systems of understanding (Argote & Ingram, 2000;Brannen, 2004). This will allow subsidiary managers to better understand the intricacies of the HQ's knowledge context and derive meaning from it for their identity construction, particularly in the case of tacit knowledge (Bhagat et al, 2002). Sharing HQ goals and vision may also reduce subsidiary managers' uncertainty regarding the value of tacit HQ knowledge because they feel more confident that they can properly understand and apply the knowledge in their own context (Nahapiet & Ghoshal, 1998).…”

Section: Shared Hq Goals and Vision As A Mediatormentioning

confidence: 99%

Why and How Does Shared Language Affect Subsidiary Knowledge Inflows? A Social Identity Perspective

Reiche¹,

Harzing²,

Pudelko³

2017

Language in International Business

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Copyright and moral rights to this thesis/research project are retained by the author and/or other copyright owners. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge. Any use of the thesis/research project for private study or research must be properly acknowledged with reference to the work's full bibliographic details.This thesis/research project may not be reproduced in any format or medium, or extensive quotations taken from it, or its content changed in any way, without first obtaining permission in writing from the copyright holder(s).If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address:eprints@mdx.ac.ukThe item will be removed from the repository while any claim is being investigated. AbstractExtending existing international business (IB) research, we conceptualize shared social identity as an outcome rather than only an antecedent of multinational enterprise knowledge flows to provide an alternative reason for why such knowledge flows occur. We further argue that shared language among subsidiary and headquarters (HQ) managers is an insufficient condition for subsidiary knowledge receipt. Accordingly, we develop a moderated mediation model at the subsidiary level to examine how shared language affects subsidiaries' tacit knowledge inflows from HQ. Specifically, we study (1) whether this relationship is mediated by the extent to which subsidiary managers share HQ goals and vision, and the extent to which Human Resources decisions are centralized at HQ; and (2) whether subsidiary type (greenfields vs acquisitions) moderates these mediated relationships such that in both cases the mediation will be stronger in foreign acquisitions compared with foreign greenfields. Building on a sample of 817 subsidiaries in 9 countries/regions and a novel subjective measure of shared language, we find support for our model. Implications for research on HQ-subsidiary knowledge flows, social identity theory and the literature on sociolinguistics, and international Human Resource Management are discussed and managerial implications outlined.

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Cultural Variations in the Cross-Border Transfer of Organizational Knowledge: An Integrative Framework

Cited by 308 publications

References 0 publications

Supplier Development for Sustainability: Contextual Barriers in Global Supply Chains

Supplier Development for Sustainability: Contextual Barriers in Global Supply Chains

Developing Effective Crowdsourcing Systems for Medical Diagnosis: Challenges and Recommendations

Why and How Does Shared Language Affect Subsidiary Knowledge Inflows? A Social Identity Perspective

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