CULTURAL INFLUENCE ON BARRIERS AND FACILITATORS OF KNOWLEDGE TRANSFER PRACTICES WITHIN MULTINATIONAL ORGANIZATIONS
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Date
2024
Authors
Vyshnyvetskyy, Ivan
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Abstract
Knowledge transfer is critical for multinational corporations to leverage expertise and achieve organizational success across geographically dispersed teams. However, cultural differences between countries can impede effective knowledge sharing. This quantitative study aimed to elucidate how national and corporate cultural dimensions influence knowledge transfer behaviors within multinational organizations.
A survey was conducted with 59 employees from managerial and clinical research roles across six European countries in a multinational pharmaceutical firm. Participants completed validated instruments measuring cultural values based on the GLOBE model, and readiness for knowledge transfer initiatives based on the Theoretical Domains Framework.
Results of correlation and regression analyses found that higher in-group collectivism, performance orientation, and lower power distance cultural values were associated with greater readiness for knowledge transfer. Interestingly, younger yet more experienced employees exhibited higher openness to knowledge initiatives. There were also notable correlations between specific cultural dimensions and behavioral domains influencing knowledge exchange.
These findings suggest national and corporate culture fundamentally shape employees' readiness for knowledge transfer. The results have important implications for organizational leaders seeking to implement effective knowledge management strategies across global teams. Fostering collectivistic, egalitarian and achievement-oriented cultural values may pave the way for smoother knowledge transfer. Overall, a multifaceted approach considering both cultural and individual factors is key for optimizing knowledge flows within multinational corporations.
The study makes a useful contribution by providing quantitative empirical evidence linking cultural values to knowledge exchange behaviors. However, limitations like the small sample size from one organization indicate findings may have restricted generalizability. Further research with larger, more diverse samples is critically needed to validate and extend the results across various cultural contexts.
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Keywords
Knowledge transfer, Multinational corporations, Cultural differences, Knowledge sharing behaviors, GLOBE model, Theoretical Domains Framework