Effective knowledge transfer between the headquarters and a subsidiary in a MNC: the need for heeding capacity
Effective knowledge transfer between the headquarters and a subsidiary in a MNC: the need for heeding capacity
复制标题
DOI：
10.1108/jbim-06-2015-0109
复制
发表时间：
2017-05
影响因子：
3.1
通讯作者：
Hiroyuki Ishihara;J. Zolkiewski
中科院分区：
文献类型：
--
作者：
Hiroyuki Ishihara;J. Zolkiewski
研究目的本文旨在研究跨国公司总部与子公司之间的知识转移。提出了一个包含知识类型、吸收能力、传播能力和联系强度的框架。对框架进行了质量验证，然后通过增加总部所需的另一种能力：注意能力来进一步发展。设计/方法/途径为了从经验上检查所提出的概念框架的有效性，对一家美国IT公司的日本子公司实施的两个合作伙伴计划进行了基于访谈的定性研究。对总部、日本子公司和日本两个联盟伙伴的17名受访者进行了访谈。结果-它证实，类型的知识和吸收能力明显影响知识转移的有效性。此外，研究发现，知识发送者的传播能力的问题。此外，一个案例中发现，网络关系减轻低的传播/吸收能力所造成的无效性。研究限制/影响-在这项研究中，文化的影响没有被考虑。此外，该研究没有关注组织间的知识转移。这些为进一步研究提供了潜力，可以更深入地探索这种复杂性。实际影响-它建议，跨国公司的总部需要有一个“留意能力”的情况下，目标子公司的传播能力低，子公司和总部之间的联系强度弱。这是一种总部能够注意到子公司想传达但做不好的内容的能力，这是通过认真倾听，不让语言障碍或文化差异混淆含义来实现的。独创性/价值通过专注于总部和日本子公司之间的二元体，子公司的传播能力的重要性被突出，这是不经常的情况下，在现存的文献。并对总部的注意力提出了建议。
Purpose This paper aims to focus on knowledge transfer between the headquarters and a subsidiary of a multinational corporation (MNC). A framework with type of knowledge, absorptive capacity, disseminative capacity and tie strength is proposed. The framework is verified qualitatively and then further developed by adding another capacity needed by the headquarters: heeding capacity. Design/methodology/approach To check the validity of the proposed conceptual framework empirically, interview-based qualitative studies were conducted for two partner programs implemented in the Japanese subsidiary of a US-based IT company. Interviews were undertaken with 17 respondents in the headquarters, the Japanese subsidiary and two alliance partners in Japan. Findings It is confirmed that type of knowledge and absorptive capacity clearly affect the effectiveness of knowledge transfer. Also, it is found that the knowledge sender’s disseminative capacity matters. Additionally, a case is found in which network ties mitigate the ineffectiveness caused by low disseminative/absorptive capacity. Research limitations/implications In this research, cultural influences have not been considered. Also, this research has not paid attention to inter-organizational knowledge transfer. These provides potential for further research which could explore this complexity in more depth. Practical implications It is suggested that the headquarters of a MNC need to have a “heeding capacity” in cases where the target subsidiary’s disseminative capacity is low and tie strength between the subsidiary and the headquarters is weak. It is a capacity for the headquarters to heed what a subsidiary would like to transmit but cannot do well, and this is achieved by listening carefully and not letting language barriers or cultural differences obfuscate the meaning. Originality/value By focusing on a dyad between the headquarters and the Japanese subsidiary, the importance of disseminative capacity of a subsidiary is highlighted, which is not often the case in the extant literature. Also, headquarters’ heeding capacity is proposed.