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Strong or invisible hands? – Managerial involvement in the knowledge sharing process of globally dispersed knowledge groups
Institution:1. Accenture Management Consulting, Anni-Albers-Straße 11, 80807 Munich, Germany;2. Institute of Management, University of St. Gallen, 9000 St. Gallen, Switzerland;3. University of Richmond, Robins School of Business, Richmond, VA 23173, USA;1. Victoria University of Wellington, School of Marketing and International Business, P.O. Box 600, Wellington 6140, New Zealand;2. Otago University, Department of Marketing, P.O. Box 56, Dunedin, New Zealand;3. City University of Hong Kong, Department of Marketing, Academic Building 1, City University of Hong Kong, 83 Tat Chee Avenue, Kowloon, Hong Kong;1. University of Barcelona, Faculty of Economy and Business Administration, Department of Business Administration, Av. Diagonal 690, 08034 Barcelona, Spain;2. University of Valencia, Faculty of Economics, Department of Management, Av. dels Tarongers s/n., 46022 Valencia, Spain;1. Department of Business Administration, College of Economics and Management, Yanbian University, 977 Gongyuan Road, Yanji 133002, China;2. Department of Marketing, College of Business, Florida State University, 821 Academic Way, Tallahassee, FL 32306-1110, United States
Abstract:This paper investigates factors affecting the effectiveness of knowledge sharing in globally dispersed expert groups in a professional service MNC. We specifically focus on possible moderating effects of managerial involvement on the relationships of dispersion and trust with the individual satisfaction with knowledge sharing within such groups. We test our hypotheses in the context of a large multinational software company. This paper contributes to a deeper understanding of how knowledge is shared in globally dispersed settings in the MNC and challenges traditional assumptions on the appropriate level of analysis in studies of knowledge flows within MNCs.
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