Organizational integration mechanisms and knowledge transfer effectiveness in MNCs: The moderating role of cross-national distance

López‐Sáez, Pedro; Cruz‐González, Jorge; López, José Emilio Navas; Perona-Alfageme, María del Mar

doi:10.1016/j.intman.2021.100872

Cited by 15 publications

(14 citation statements)

References 87 publications

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“…Kang and Kim (2017) explored the antecedents of knowledge transfer by integrating the motivation–opportunity–ability framework with a social network approach, they found that opportunity and motivation were the influential factors for knowledge transfer. López‐Sáez et al (2021) investigated the usefulness of formal inter‐unit communication and informal connectedness and shared values to effectively transfer knowledge. Sometimes, the influence of incentive mechanism on knowledge transfer is complicated and does not always exert direct effect.…”

Section: Introductionmentioning

confidence: 99%

How incentive affects knowledge transfer performance in corporate user community: The mediating roles of users' transfer willingness and ability

2022

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Drawing on the theory of reasoned action and situated cognition, this paper analyzes the influence of community incentive on knowledge transfer performance by assuming that user willingness and ability mediate the relationship between community incentive and knowledge transfer performance. The empirical analysis of the data from 165 companies in China supported the study's hypotheses and community incentive not only had a directly positive effect on knowledge transfer performance but also played an indirect positive role through the mediating effect of users' willingness and ability. In addition, users' willingness and ability had a positively interactive role on knowledge transfer performance in community.

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Section: Introductionmentioning

confidence: 99%

How incentive affects knowledge transfer performance in corporate user community: The mediating roles of users' transfer willingness and ability

2022

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“…However, merely implementing a knowledge transfer method will not be sufficient to ensure success in knowledge transfer (Ferrer-Serrano, Fuentelsaz and Latorre-Martinez, 2021). Instead, organisations must be proactive in implementing such formal procedures (López-Sáez, et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

An Integrated Paradigm for Managing Efficient Knowledge Transfer: Towards a More Comprehensive Philosophy of Transferring Knowledge in the Construction Industry

Moshood

Rotimi

2022

CEB

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The efficient knowledge transfer among project group members can help those individuals do their jobs more successfully. However, there are challenges with effective and efficient knowledge transfer within the construction industry. Past research has assumed that all information can be articulated and codified, thus focusing on the transfer that generates the supply of knowledge. There seems not to be a comprehensive strategy for dealing with reverse, intra-firm information transfer that considers several elements and the interconnections between them. The current study developed a conceptual framework that comprehensively overviews knowledge transmission variables. A total of 128 papers from Scopus and Web of Science and publisher databases like Taylor & Francis, Elsevier, Emerald Insight, and Google Scholar were evaluated between 1990 and 2021. The data were evaluated using ATLAS.ti 9 software tool. The study contributed significantly to the impression of knowledge transfer by the construction industry. It also suggests that organisations should inspire and increase the involvement and evaluation of knowledge dissemination. In addition, a set of factors for efficient information transfer was identified and described in detail. Effective communication strategies should include establishing regular and efficient communication, creating a community of practice with common goals, creating a sense of urgency and connection to the challenge, and continuously transferring information amongst organisation members.

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“…The emphasis on 'best practice' suggests that MNCs can quickly identify successful HRM practices to ensure the effective running of both parent and subsidiary companies. It also assumes that senior managers can determine the appropriate courses of action and implement them successfully (Geary et al 2017;López-Sáez et al 2021).…”

Section: The Market-based Approachmentioning

confidence: 99%

“…Source: Carbery and Cross (2013) Some empirical IHRM studies have mentioned that MNCs are under different degrees of pressure within multiple institutional environments. The institutional theory indicates that, for companies to survive, they must adopt the dominant belief and rule systems prevalent in the background in which they operate (Laith & Serife, 2020;López-Sáez et al 2021). Institutional isomorphism, both procedural and structural, will receive the corporations' legitimacy (Savaneviciene & Kersiene, 2015).…”

Section: Institutional Approachmentioning

confidence: 99%

“…The desire to diffuse standardised practices, which vary according to the level of corporate or product integration; a subsidiaries' reliance on their headquarters and vice versa; the subsidiaries' strategic role and their impact on MNCs (as well as the subsidiaries' management knowledge of local markets); local institutional constraints and the performance and size of the subsidiaries (Bartram et al 2019;Zhou et al 2020;Zhu & Jack, 2017). Profoundly, then, while the contingency perspective recognises that the headquarters enjoy infinite resources and the power to impose its preferred policies, the transfer process is undefined and contingent; that is, it is not merely determined by the rational direction of company management but is somewhat shaped by the interchange of interests and the control and utilisation of power resources by a variety of players (Jiang & Yahiaoui, 2019;López-Sáez et al 2021). Han et al (2018) pointed to the importance of considering the relative performance of the host and home environment.…”

Section: The Dominance Effect At the Sectorial Levelmentioning

confidence: 99%

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South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria

Bako¹

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Despite the extensive literature on multinational companies’ (MNCs) human resource management (HRM) systems and practices from developed countries, there are gaps in the literature concerning emerging countries multinational companies’ (EMNCs) HRM practices and systems at home and host countries. This thesis examines the transfer of HRM practices in Nigerian subsidiaries of MNCs from South Africa (an emerging country). This study empirically examines the similarities and differences of South African MNCs’ HRM systems and practices at both the South African headquarters and the subsidiaries in Nigeria. Purposely, the study attempts to shed light on the nature of the employment practices, the transfer of HRM practices and the factors that influence the transfer process. The study adopted a qualitative approach with data/evidence collected through in-depth semi-structured interviews. It focused on group discussions conducted in the subsidiaries of three South African MNCs in Nigeria. The data was gathered primarily from HR managers, directors and officers in the Nigerian subsidiaries of the South African MNCs. The study revealed that the South African MNCs hybridised their recruitment and selection processes and localised compensation and employee relations. However, performance appraisal, talent management and code of conduct practices were mainly transferred to subsidiaries with minimal adaptation to contextual realities. Further research and practical implications are discussed in this thesis.

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Organizational integration mechanisms and knowledge transfer effectiveness in MNCs: The moderating role of cross-national distance

Cited by 15 publications

References 87 publications

How incentive affects knowledge transfer performance in corporate user community: The mediating roles of users' transfer willingness and ability

How incentive affects knowledge transfer performance in corporate user community: The mediating roles of users' transfer willingness and ability

An Integrated Paradigm for Managing Efficient Knowledge Transfer: Towards a More Comprehensive Philosophy of Transferring Knowledge in the Construction Industry

South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria

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