Learning mechanisms in a technology based organisational change programme: an exploratory study between Chinese and Norwegian corporations

Ma, Xiaofeng; Lombardo, Sara; Sciaba, Elizabeth Stokbak

doi:10.1504/ijtm.2008.015985

Cited by 3 publications

(2 citation statements)

References 23 publications

(35 reference statements)

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“…In exploring issues of management controls in Chinese SOEs, Ng et al (2009) examined the dilemmas in adopting a contemporary performance measurement system within an SOE as well as the challenges resulting from the power‐centric characteristics of such an SOE when attempting to attain alignment with the diverse interests of stakeholders. Ma et al (2008) further revealed the contradictory learning mechanisms for innovation between Chinese and Norwegian technology‐based organizations. Given these differences in cultural orientations, reverse technology flows by CEMs from an acquired western technology‐based firm might be perplexing due to a paternalistic approach that hinders the dynamism for interactive innovation.…”

Section: Characteristics Of the Chinese Cultural System And Its Influence On Knowledge Flows Within Cemsmentioning

confidence: 99%

Dynamics of Chinese emerging multinationals in cross‐border mergers and acquisitions

Chatzkel

Lau

et al. 2012

Journal of Intellectual Capital

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PurposeChina's emerging multinationals (CEMs) have gained attention for their increasing activities in mergers and acquisitions (M&As) within the global arena. Harnessing previous studies about the significance of their cultural baggage and an underlying strategic intent in reverse technology transfer through cross‐border M&As, the purpose of this paper is to explore the dynamics of CEMs in their process of cross‐border M&As through the perspectives of intellectual capital.Design/methodology/approachBuilding on an interdisciplinary literature review, a theoretical framework is devised to exemplify such dynamics within a CEM during the course of reverse technology transfer and swift transformation into a global enterprise for technological innovation through M&As. A longitudinal case study is adopted to examine how two technology‐based CEMs continue to modify and reconfigure their respective committed intellectual capital resources while undergoing cross‐border M&A transactions.FindingsThe study suggests the relevance of a conceptual framework and unveils a causal development of dynamic capabilities that is evidenced by resource reconfiguration and post‐merger performance. It further reveals a reinforced dynamic capability development process that would enhance reverse technology transfer for domestic rather than overseas market development while pursuing equilibrium of knowledge.Originality/valueThis is an original paper that explores the cultural dynamics of CEMs and what influences their intellectual capital development during their cross‐border M&As. This paper articulates that CEMs need to create their own unique intellectual capital that contributes constructively to their international operations throughout their post‐merger integrations.

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Section: Characteristics Of the Chinese Cultural System And Its Influence On Knowledge Flows Within Cemsmentioning

confidence: 99%

Dynamics of Chinese emerging multinationals in cross‐border mergers and acquisitions

Chatzkel

Lau

et al. 2012

Journal of Intellectual Capital

View full text Add to dashboard Cite

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“…Two other studies have been performed more recently which attempt to examine explicit differences in OL or KM across different firms located in different parts of the world. Ma et al (2008) studied organizations in both China (Eastern and less developed knowledge economy) and Norway (Western and more developed knowledge economy) using a case-based research methodology to analyze differences in OL. They found significant differences between the two countries with respect to who the target of training was, how training was conducted, and when training was conducted.…”

Section: Tlo 156mentioning

confidence: 99%

Knowledge management and organizational learning

Walczak

2008

The Learning Organization

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PurposeThis article aims to examine international studies of knowledge management (KM) and organizational learning (OL).Design/methodology/approachThe approach takes the form of a literature review of KM and OL research that focuses on a business or businesses located outside traditional Western economies.FindingsThere is a need to increase research that examines KM and OL existing in different and multiple countries. Additionally, cultural factors should be included in KM and OL research analysis.Research limitations/implicationsThe limitation is that the only practical empirical evidence is supplied through the highlighted articles in the literature review.Originality/valueThe article shows that, in order to increase the application of KM and OL research world‐wide, national culture and other geopolitical influences need to be represented in KM and OL models and measurement instruments.

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Composite Indicator of the Organisational Information and Communication Technologies Infrastructure—A Novel Statistical Index Tool

2022

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This paper proposes a tool for objective evaluation of organisations’ information and communication technologies (ICT) infrastructure development level: Composite Indicator of the Organisational Information and Communication Infrastructure—CIOICTI. Based on separate research in 68 different companies, it aggregates hardware, software and humanware aspects of ICT development in organisations, especially valuing companies with synergetic aspects. It consists of six linear and non-linear indicator components, each designed to evaluate one specific aspect of ICT development, based on the weighted sum principle. The proposed CIOICTI examines ICT infrastructure as a necessary but not sufficient condition for successful ICT usage in business performance improvement. The obtained CIOICTI values are summarised in the distribution and tested for normality. Results are tested on the data from observed companies, averaged according to company size and industry and benchmarked. The proposed composite indicator can be used as an objective tool for researchers and practitioners to assess the level of ICT development for benchmarking with other companies, planning organisational changes or assessing infrastructural requirements for planning and implementation of ICT related projects in a business organisation.

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Learning mechanisms in a technology based organisational change programme: an exploratory study between Chinese and Norwegian corporations

Cited by 3 publications

References 23 publications

Dynamics of Chinese emerging multinationals in cross‐border mergers and acquisitions

Dynamics of Chinese emerging multinationals in cross‐border mergers and acquisitions

Knowledge management and organizational learning

Composite Indicator of the Organisational Information and Communication Technologies Infrastructure—A Novel Statistical Index Tool

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