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|Title:||Knowledge transfer across dissimilar cultures||Authors:||Boh, Wai Fong
Nguyen, T. T.
|Keywords:||DRNTU::Library and information science::Libraries::Knowledge management||Issue Date:||2013||Source:||Boh, W. F., Nguyen, T.T., & Xu, Y. (2013). Knowledge transfer across dissimilar cultures. Journal of Knowledge Management, 17(1), 29-46.||Series/Report no.:||Journal of knowledge management||Abstract:||The purpose of this paper is to examine factors that impact knowledge transfer from the parent corporation to subsidiaries when there are differences in the national culture of the parent corporation and the subsidiary. Transferring knowledge can be especially difficult when the source and recipient do not share common beliefs, assumptions and cultural norms. Therefore, this study examines how trust, cultural alignment, and openness to diversity influence the effectiveness of knowledge transfer from the HQ to the employees in the subsidiary. Design/methodology/approach – Specifically, the study examines knowledge transfer between the headquarters of a multinational corporation in Norway and its Vietnamese subsidiaries, making use of a survey administered to all 70 employees in the Vietnamese subsidiaries. Findings – The results show that individual's trust of the HQ and their openness to diversity are key factors influencing local employees' ability to learn and obtain knowledge from foreign HQ. The extent to which there is alignment between the organization's corporate culture and the individual's cultural values, on the other hand, appear to make little difference to knowledge transfer from the HQ. Practical implications – This paper contributes to the literature in cross border knowledge transfer, showing that due to geographical distance or cultural differences between the HQ and the subsidiary, the cultivation of trust and openness to diversity on the part of local employees is critical for knowledge transfer.||URI:||https://hdl.handle.net/10356/95180
|ISSN:||1367-3270||DOI:||10.1108/13673271311300723||Rights:||© 2013 Emerald Group Publishing Limited. This is the author created version of a work that has been peer reviewed and accepted for publication by Journal of knowledge management, Emerald Group Publishing Limited. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document. The published version is available at: DOI [http://dx.doi.org/10.1108/13673271311300723].||Fulltext Permission:||open||Fulltext Availability:||With Fulltext|
|Appears in Collections:||NBS Journal Articles|
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