Knowledge transfer effects of clustering in dual configuration MNEs |
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| Institution: | 1. Department of Tourism, Leisure and Hospitality Management, National Chi Nan University, No. 1, University Road, Puli, Nantou, 54561, Taiwan;2. Department of Culinary Arts and Hotel Management, HungKuang University, No. 1018, Sec. 6, Taiwan Boulevard, Shalu District, Taichung City, 43302, Taiwan;3. Department of Management and Marketing, Faculty of Business, The Hong Kong Polytechnic University, No. 11, Yuk Choi Road, Hung Hom, Kowloon, Hong Kong Special Administrative Region;4. Rosen College of Hospitality Management, University of Central Florida, 9907 Universal Boulevard, Orlando, Florida, 32819-9357, USA;1. School of Business and Tourism Management, Yunnan University, Kunming 650091, China;2. Tourism and Social Administration College, Nanjing Xiaozhuang University, Nanjing 211171, China;3. School of Hospitality Business Management, Carson College of Business, Washington State University, Pullman, WA 99164-4742, USA;4. College of Tourism and Landscape Architecture, Guilin University of Technology, Guilin 541006, China;5. Department of Apparel, Events, and Hospitality Management, College of Human Sciences, Iowa State University, Ames, IA 50011-1078, USA;1. Key Laboratory of Brain, Cognition and Education Sciences (South China Normal University), Ministry of Education, China;2. School of Tourism Management, South China Normal University, Guangzhou, China;3. School of Psychology, South China Normal University, Guangzhou, China;4. Foodservice and Lodging Department, Rosen College of Hospitality Management, University of Central Florida, Orlando, USA;1. Università IULM, Dipartimento di Business, Law, Economics, and Consumer Behaviour, Via Carlo Bo, 1, I-20143 Milan, Italy;2. Bocconi University, Master in Economics and Tourism, Via Röntgen, 1, I-20136 Milan, Italy;3. National Research Tomsk Polytechnic University, 30 Lenin Avenue, Tomsk 634050, Russian Federation;1. School of Management, Xi’an Jiaotong University, Xi’an, 710049, China;2. Economics and Management School, Wuhan University, Wuhan, 430072, China;3. Coles College of Business, Kennasaw State University, Kennasaw, GA, USA;4. EMLYON Business School, Ecully Cedex, 69134, France |
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| Abstract: | ‘Clustering’ is widely held to positively influence workgroup identity, which in turn, is widely held to positively affect knowledge sharing behaviours and outcomes for an organisation. This paper does not dispute these findings, indeed in many ways, it supports them but it also opens an anomaly, or contradiction to the mainstream perceptions in terms of the value that a strong cluster identity may produce for organisational knowledge sharing. Situated within a hospitality multinational hotel company, the research finds that where hotels are clustered, organisational identity becomes second to cluster identity. Cluster identity is therefore seen to drive an institutional deficiency whereby organisational knowledge in terms of innovative or value added knowledge is most unlikely to be shared with the organisation even where defined knowledge management strategies exist. Drawing data from 32 interviews with managers, this paper enriches understanding of organisational learning by introducing the role of ‘cluster identity’ in a dual configuration multinational hotel organisation. |
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| Keywords: | Cluster Identity Knowledge transfer Organisational learning |
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