With the growth of the multinational corporation (MNC) has come the need to understand how parent companies transfer knowledge to, and manage the operations of, their subsidiaries. Japanese companies in particular have been pioneering in this regard, with techniques such as the Toyota Production System (TPS) for transferring the ethos of Japanese manufacturing and maintaining quality and control in overseas subsidiaries. A great deal has been written about the process of transferring Japanese manufacturing techniques, but much less is understood about how the subsidiaries themselves, which are required to make use of such techniques, actually acquire and incorporate them into their operations. This paper examines how, from the perspective of the subsidiary, knowledge of manufacturing techniques, is transferred from the parent company. An in-depth qualitative research was, therefore, conducted in the subsidiary of a Japanese multinational, involving three main manufacturing initiatives (or philosophies), namely 'TPS', 'TPM' and 'TS'. The case data were derived from 52 in-depth interviews with project members, moderate-participant observations, and documentations. This study contributes to our understanding of knowledge transfer in relation to the approaches of adaptation and replication of knowledge within the subsidiary, how the whole process is developed, and also how a new mode of transfer, coined as 'innovation' takes place.

The current scenario of increasing number of Higher Learning Instituitions (HLIs)

This study investigates the relationship between administration of merit pay systems and work outcomes. For data collection purposes, self-administered questionnaires were used on the administrative staff of a Malaysian public research university. The analysis of the Smart PLS path model exhibits three important outcomes: first, the implementation of communication and the assessment of performance are important factors that motivate employees to enhance work satisfaction. Second, the implementation of communication is not an important factor that motivates the employees to enhance organisational commitment. Third, the performance assessment is an important factor that motivates employees to enhance organisational commitment. The results in general, corroborate with previous literature, however, the empirical evidence on the effective communication within the organisation is not an important factor in determining organisational commitment. In addition, this paper provides a clear guidance for managers to administer merit pay system in gaining positive work outcomes. This paper goes on to discussion and implications and is thereafter concluded with conclusion therein.

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Knowledge sharing in Malaysian University is a vital driving force to enrich the pool of knowledge as well as offering fresh knowledge to students. However, extensive research in knowledge sharing between university academicians especially with different working experiences has been rather less discussed. This study aimed to identify the contrast between group of academicians with working experience of 10 years and below, with group of academicians with working experience of 11 years and above on three knowledge sharing factors; organizational factor, technological factor and individual factor. This study is conducted over a set of survey instrument among academicians in Universiti Kebangsaan Malaysia (UKM). Results from this study demonstrated that both groups of academicians approve that all factors are crucial especially knowledge self-efficacy under individual factors, but driving factors that are considered moderately important are organizational rewards under organizational factors and system quality under technical factors. These findings conclude that while there are no main concerns with individual factors of academicians in knowledge sharing, UKM's organization and technology in regards to knowledge sharing has rooms for improvement, specifically on organizational rewards and system quality.