The effect of organizational separation on individuals’ knowledge sharing in MNCs

Dasí, Àngels and Pedersen, Torben and Gooderham, Paul and Elter, Frank and Hildrum, Jarle (2017) The effect of organizational separation on individuals’ knowledge sharing in MNCs. Journal of World Business, 52 (3). pp. 431-446. ISSN 1090-9516

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Abstract

The ability of an organization to apply knowledge globally has been conceptualized as critical for the existence of multinational corporations (MNCs). We argue for an organizational separation effect on knowledge sharing that challenges the view of the MNC as a latent social community. Using a unique data-set of more than 4.000 individual responses from an MNC, Telenor, we test how three types of drivers for individuals’ knowledge sharing –individuals’ motivation, and individuals’ perceptions of organizational values and organizational work practices- work differently within, as opposed to across, business units. Our analysis suggests that while intrinsic motivation, innovative values and job autonomy are relatively important drivers of knowledge sharing within the business units, extrinsic motivation, result-oriented values and participation in corporate employee development are relatively more important for knowledge sharing across business units.

Item Type: Article
Research Areas: A. > Business School > International Management and Innovation > International and Cross-cultural Management group
Item ID: 23274
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Depositing User: Paul Gooderham
Date Deposited: 08 Jan 2018 10:34
Last Modified: 15 Sep 2018 04:48
URI: http://eprints.mdx.ac.uk/id/eprint/23274

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