Organizational values and knowledge sharing in multinational corporations: The Danisco case

While the existing knowledge sharing literature, in general, emphasizes the link between organizational culture and knowledge sharing, it remains rather ambiguous about how certain components of the former may shape the latter. This issue is especially relevant to multinational corporations (MNCs), which typically consist of multiple organizational (sub)cultures and whose existence depends, to a great extent, on sharing knowledge across borders. The present study examines the influence of one key component of organizational culture – organizational values – on knowledge sharing. From 2003 to 2007, we studied Danisco, a Danish MNC, to examine the processes of espousement, enactment and internalization of a core organizational value – dialogue. In particular, we studied how these processes influence knowledge sharing behavior among employees. We collected original empirical data using content analysis and a questionnaire-based survey among 219 managers and employees in 11 countries in four continents. We argue that knowledge sharing behavior is not influenced by organizational values per se but by the degree of their internalization by organizational members.     

Russian Voices from a Danish Company

This article starts by discussing inclusion and exclusion as key characteristerics of local middle managers and specialists working in a foreign-owned company. It then analyzes the way these characteristics distinguish two groups of Russians working for a Danish company in Russia – the "insiders" and "outsiders"– including how they interpret and react to foreign managers' decision-making andplanning. The Russians' ideas and practice of decision-making and planningwere very different from those adopted by the Danes. The article concludes bysuggesting guidelines on how to reduce cross-cultural conflicts.     

Subsidiary knowledge flows in multinational corporations: Research accomplishments,gaps, and opportunities

Research on knowledge flows in multinational corporations has grown considerably over the last 15 years or so. Part of the growth has resulted in the field becoming more “fluid” and thus prone to multiple definitions and measures of the same notions and constructs, as well as leading to contrary findings. We systematically and critically review the literature on knowledge flows in multinational corporations that has defined the subsidiary as the focal unit of analysis. We classify existing studies into four categories depending on the focus of examination: outcomes of knowledge flows, knowledge characteristics, actors involved in the knowledge flows, and relationships between these actors. On the basis of 92 articles published in 15 top management and international business journals from 1996 to 2009 inclusive we identify key accomplishments, existing gaps and future research directions.     

Governing Knowledge Sharing in Organizations: Levels of Analysis,Governance Mechanisms,and Research Directions

We discuss and examine recent claims that research on knowledge processes has paid insufficient attention to micro (individual) level constructs and mechanisms and to the role of formal organization in governing knowledge processes. We review knowledge sharing research published in 13 (top academic plus top practitioner‐oriented) journals in the period 1996–2006 in relation to these two propositions. The review confirms the claim that the knowledge sharing literature is preoccupied with constructs, processes, and phenomena defined at a macro (collective, organizational) level and pay comparatively little attention to micro level constructs. The review provides less support for the proposition that formal governance mechanisms have been under‐researched in comparison to formal organization. Still, the multiple ways in which formal governance mechanisms may interact in influencing knowledge sharing outcomes have been under‐researched, as has the interaction between more informal aspects of the firm and formal governance mechanisms. We argue that future research on knowledge sharing needs to fill these gaps.     

Overconfidence and Bubbles in Experimental Asset Markets

This paper investigates the relationship between market overconfidence and occurrence of stock-price bubbles. Sixty participants traded stocks in 10 experimental asset markets. Markets were constructed on the basis of subjects' overconfidence: The most overconfident subjects form high overconfidence markets and the least overconfident subjects low overconfidence markets. Prices in low overconfidence markets tend to track the fundamental asset value more accurately than prices in high overconfidence markets and are significantly lower and less volatile. Additionally, we observe significantly higher bubble measures and trading volume in high overconfidence markets. Two possible explanations for these differences are analyzed: While price expectations are significantly higher in high overconfidence markets, no differences in the average degree of risk aversion were detected.     

Small firm internationalization through experiential learning: The moderating role of socialization tactics

The importance of experiential knowledge for small firm internationalization has been emphasized in the process model of internationalization, the international new venture or born-global frameworks and the management characteristics perspective in the exporting literature. However, none examines in detail under what conditions experiential learning is more important for internationalization. We borrow insights from the socialization tactics literature to theorize how the context, content and social aspects of a foreign sojourn offer different opportunities for the acquisition of experiential knowledge to support the internationalization of small firms. We suggest that socialization tactics moderate the relationship between individual international experiential knowledge and small firm internationalization. We propose that the opportunities for international experiential learning are superior when the socialization context is individual and formal (rather than collective and non-formal), the socialization content is sequential and fixed (rather than random and variable) and when socialization involves serial and investiture (rather than disjunctive and divestiture) social aspects.     

How host organizations prepare for and learn from expatriate assignments

This article reveals what goes on inside host organizations prior to and during expatriate assignments. On the basis of analyzing organizational documents and conducting 43 interviews with host country nationals (HCNs) and expatriates in 30 Vietnamese organizations that host external foreign assignments, we provide a detailed account of HCNs' experiences and unearth sophisticated preparation and management activities designed to maximize these organizations' learning. We depict what we call “a host organization lifecycle” and extract five lessons: (a) host organizations prepare carefully in advance to learn as much as possible from expatriates; (b) HCNs experience quite dramatic adjustments and burdens during expatriates' placements; (c) mutual trust between expatriates and HCNs is a prerequisite for HCNs' learning; (d) most of HCNs' learning occurs informally via interactions with expatriates or observing how they work; (e) host organization managers actively manage HCN–expatriate relationships. Our findings outline a “wish list” of practices that expatriate‐using organizations could consider deploying for expatriate assignments that focus on the benefit of the host organization' development.     

National Cultural Influences on Knowledge Sharing: A Comparison of China and Russia

abstract    This paper presents a set of theoretical propositions regarding knowledge sharing in China and Russia. We argue that there are important national cultural similarities and differences between the two countries that result in certain similarities and differences in individual knowledge-sharing behaviour in Chinese and Russian organizations. We claim that vertical collectivism and particularistic social relations in China and Russia lead to intensive social relations among organizational members, which facilitate knowledge sharing between in-group members in organizations in both countries. We also maintain that differences in the essence of collectivism as well as in the extent of collectivism in the two cultural contexts lead to different intensities of knowledge sharing in Chinese and Russian organizations. Finally, we discuss theoretical and management implications of this research.