Interpersonal knowledge transfer within the multinational enterprise: incorporating identity based quasi-formal knowledge governance mechanisms

Abstract

PurposeThe paper aims to incorporate the social identity theory perspectives to the knowledge-based view in order to suggest how certain organizational characteristics can be leveraged as knowledge governance mechanisms for interpersonal knowledge transfer within the multinational enterprise (MNE).Design/methodology/approachThis paper is a conceptual discussion on interpersonal knowledge governance mechanisms.FindingsThe paper proposes a new set of governance mechanisms which may be leveraged to govern interpersonal knowledge transfer. These mechanisms utilize organizational identity of individuals to govern individual level knowledge transfer behavior with the MNE. The paper also illustrates how subsidiary power, one of such mechanisms, influences interpersonal knowledge transfer within the MNE through organizational identification.Research limitations/implicationsAs the paper is conceptual, the proposed mechanisms have not been substantiated empirically. It calls for empirically testing the suggested mechanisms across countries.Practical implicationsThe paper provides insights to managers for leveraging on organizational identity to manage interpersonal level knowledge transfer within the MNE.Originality/valueThe paper adds organizational identity-based knowledge governance mechanisms to the knowledge governance approach. It highlights how certain organizational characteristics (e.g. subsidiary power), even though these are not knowledge governance mechanisms per se, can be utilized to govern interpersonal knowledge transfer with the MNE.

The mediating role of social dynamics in the influence of absorptive capacity and tacit knowledge sharing on project performance

“…These results, therefore, answer other research that called for an in-depth study of the subject matter (Boamah et al., 2022b; Ali et al., 2018). The research reveals that tacit knowledge sharing does not substantially impact project performance but does help strengthen the site’s absorptive capacity and results in better performance measurement, which is also an area where current studies suggested further studies (Biloslavo and Lombardi, 2021; Sharma and Phookan, 2022).…”

“…A new area of study called “knowledge governance” has specifically emerged to thoroughly examine the relationship between companies and their knowledge resources (Sharma and Phookan, 2022). The majority of current knowledge management studies adopt a knowledge-based perspective but this novel study strategy seeks to explore tacit knowledge sharing and knowledge governance.…”

“…The focus of current tacit knowledgesharing studies has primarily been on management culture, psychological contexts, personal characteristics, and knowledge-sharing effectiveness. The research of various teams and BPMJ 29,1 organizational levels according to Sharma and Phookan (2022) is founded on the exchange of individual expertise, nevertheless, only when these individuals are successful in sharing their tacit knowledge can knowledge sharing take place at the team and organizational levels, especially within construction projects. Therefore, companies require both appropriate knowledge governance systems and people who utilize these opportunities to share their knowledge.…”

“…Social capital refers to people's ability to acquire resources from others based on their relationships and connections to information (Lawani and Moore, 2018). Previous scholars like Sharma and Phookan (2022) have demonstrated the centrality of interdependencies and processes to social capital, specifically, the capacity to obtain resources, such as knowledge, value, coping mechanisms, and support. Suh et al (2019), believe that the effectiveness and contentment of a team are impacted by the culture and engagement of tacit knowledge sharing among team members.…”

Knowledge rejection: a microfoundation-based framework

“…Rios-Ballesteros and Fuerst (2021) adopt a microfoundational approach to examine knowledge processes in an international context and find that individual-level factors are among the ones impacting these processes. Sharma and Phookan (2022) report that individual-level factors and micro behavioral perspectives impact knowledge governance systems in organizations.…”