Knowledge transfer in product development: an analysis of Brazilian subsidiaries of multinational corporations

Schreiber, Dusan; Vilela, Dalton Chaves; Vargas, Lilia Maria; Maçada, Antônio Carlos Gastaud

doi:10.1590/s1807-76922011000300005

Cited by 8 publications

(10 citation statements)

References 50 publications

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“…These results are in line with Schreiber et al (2011), who contended that the crucial element in knowledge transfer process is not the carrier of the original knowledge, but the receiver's perception of the effectiveness and applicability of this transmitted knowledge in its operations. Further data analysis based on Peng (2011) andChang et al (2012) indicated that the ability, motivation and opportunity of manager competencies will maximize the knowledge received by the employees, which in turn will enhance organizational performance.…”

Section: Discussion Implications and Limitationssupporting

confidence: 88%

“…Moreover, source managers' knowledge transfer capacity is the ability to articulate uses of their own knowledge, assess the needs and capabilities of the potential recipient and transmit knowledge so that it can be put to use within the recipient organization (Martin and Salomon, 2003). However, Schreiber et al (2011) argued that the crucial element in knowledge transfer is not the carrier of the original knowledge but the receiver's perception of the effectiveness and applicability of this transmitted knowledge in its operations. Thus, Wang and Wang (2012) confirmed that the process of knowledge transfer is based not only on the cognitive characteristics of the user that is the focus of the interpretation but also on the method by which it is presented to the user and represented by the codification used to distinguish that specific knowledge.…”

Section: Mediating Role Of Knowledge Received By Employeesmentioning

confidence: 99%

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How ability, motivation and opportunity influence travel agents performance: the moderating role of absorptive capacity

Elbaz

Agag

Alkathiri³

2018

JKM

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Purpose This study aims to examine the influence of the three dimensions of travel agents’ manager competencies – ability, motivation and opportunity seeking – on knowledge transfer and travel agents’ performance. In addition, the study investigates how employee’s absorptive capacity moderates the effects of managers’ competencies on knowledge received by the employees and moderates the effects of knowledge received by the employees on travel agents’ performance. Design/methodology/approach A positivist research philosophy was adopted with a quantitative approach, in which quantitative data were gathered based on questionnaires to tackle different stages of the study. To test the hypotheses, a self-administrated face-to-face survey of about 42 questions, launched on November 7, 2016, was used to compile response from top and medium management Category A travel agents operating in Egypt. Findings Based on a sample of 577 travel agents’ frontline employees, the results showed that the three dimensions of travel agents’ competencies have a positive effect on knowledge received by the employee. Findings further indicated that knowledge received by employee mediates the link between these three competencies and travel agents’ performance. The link between the competencies and knowledge received by the employee was found to be positively moderated by employee absorptive capacity. Moreover, these findings suggested that the relationship between knowledge received and travel agents’ performance is stronger when employees’ absorptive capacity is greater. Research limitations/implications This study is bound by certain limitations that also provide fertile grounds for further research. First, the study examined how an employee’s absorptive capacity moderates the effects of managers’ competencies on knowledge received by the employees and moderates the effects of knowledge received by the employees on travel agents’ performance. However, innovation as a dependent variable can be investigated. Second, one limitation is that the study is restricted to Category A travel agents only in Greater Cairo. Third, examining the antecedents of ability, motivation and opportunity seeking to transfer knowledge is also important. Practical implications It is important for travel agents, owners, managers and employees to acknowledge absorptive capacity as a critical component for organizations to sustain, grow and compete. Travel agents can also take steps to develop their employees’ absorptive capacity. Doing so would further enhance the success of knowledge, employees and travel agents’ performance. Also, travel agents’ top management has to ensure their employees’ absorbing knowledge, identifying and recognizing external knowledge, processing and understanding it, combining it with existing knowledge and applying the new knowledge to commercial ends. Hence, the development of absorptive capacity contributes to a travel agent’s achievement of competitive advantage. Originality/value This study contributes to the literature by expanding the extant literature on knowledge transfer and absorptive capacity by investigating the influence of travel agents’ manager competencies – ability, motivation and opportunity seeking – for knowledge transfer in the Egyptian context. In addition, it investigates the direct effects of the three dimensions of travel agents’ manager competencies – ability, motivation and opportunity seeking – for knowledge transfer. Finally, the paper investigates how employee’s absorptive capacity moderates the effects of managers’ competencies on knowledge received by the employees and moderates the effects of knowledge received by the employees on travel agents’ performance

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Section: Discussion Implications and Limitationssupporting

confidence: 88%

Section: Mediating Role Of Knowledge Received By Employeesmentioning

confidence: 99%

How ability, motivation and opportunity influence travel agents performance: the moderating role of absorptive capacity

Elbaz

Agag

Alkathiri³

2018

JKM

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“…Cria--se, assim, maior vantagem competitiva para a empresa. Isso só acontece, no entanto, se a subsidiária possui certa autonomia e tem capacidade para difundir esse conhecimento internamente (SCHREIBER et al, 2011). Boehe (2007) afirma que a autonomia de uma subsidiária está diretamente ligada à existência, ou não, de hierarquia organizacional entre a filial e sua matriz.…”

Section: Geração E Difusão De Conhecimento Da Subsidiáriaunclassified

“…No entanto, fatores específicos da subsidiária brasileira, como o ritmo intenso de trabalho, busca constante por novos insumos, processos e tecnologias, e experiência e expertise no mercado calçadista, criam um ambiente onde novos conhecimentos são desenvolvidos em todas as coleções. Esses elementos desenvolvem a capacidade tecnológica da subsidiária brasileira e sua cpacidade de geração de conhecimento, segundo Schreiber et al (2011).…”

Section: A Geração De Conhecimento Pela Subsidiáriaunclassified

O papel das subsidiárias em países emergentes na geração de vantagem competitiva para multinacionais estrangeiras: o caso da subsidiária brasileria da Clarks International

Machado

Bauer

2014

GEPROS

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O relacionamento de uma multinacional com suas subsidiárias, segundo vários estudos, é um fator decisivo na geração de vantagens para essas organizações. Assim, este trabalho teve como objetivo central compreender a relação entre a empresa do setor de calçados, Clarks International, e sua subsidiária brasileira e, ainda, o papel desta na geração de vantagens competitivas para a multinacional estrangeira. Por meio de um estudo de caso, identificou-se a capacidade de geração de conhecimento da subsidiária, bem como o seu nível de autonomia em relação à matriz inglesa. Para a coleta de dados, foram conduzidas entrevistas em profundidade com gestores brasileiros e um executivo da multinacional estrangeira, bem como análise documental. A análise dos resultados indicou que a subsidiária brasileira da Clarks International gera vantagens competitivas específicas para a multinacional estrangeira pelo seu estreito relacionamento com fornecedores locais e pela expertise dos colaboradores brasileiros no desenvolvimento de calçados de alta qualidade, o que proporcionou um maior conhecimento do produto para a Clarks. Percebeu-se que o aumento de autonomia da subsidiária brasileira teve uma relação com o aumento das vantagens geradas para a multinacional. Empresas multinacionais. Relaçãomatriz e subsidiária. Mercados emergentes. The relationship between a multinational and its subsidiaries abroad, according to many studies, is crucial for generating competitive advantages. Therefore, this study aimed to understand the relationship between a shoe company, Clarks International, and its Brazilian subsidiary with an emphasis on generating advantages to the multinational headquarters. Through a single case study, the subsidiary's capacity for knowledge generation and diffusion was identified, as well as its level of autonomy in relation to the English headquarters. Data analysis indicated that the Brazilian subsidiary generated specific competitive advantages for the foreign multinational due to its close relationship with local suppliers in Brazil and due to its staff 's expertise in developing high quality shoes. It was perceived that the growth of subsidiary autonomy was related to the growth of specific advantages generated for the multinational.

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“…The knowledge transfer between subsidiaries have found that the process is in°uenced by factors such as subsidiaries' capacity, tacit knowledge and power relations, all of which impact knowledge transfer strategies between corporate headquarters and subsidiaries (Schreiber et al, 2011). Subsidiary knowledge, at least potentially transferable, may also be built from internal through interaction with other subsidiaries where the process of building knowledge re°ect with knowledge elements in other parts of the MNCs (Foss and Pedersen, 2002).…”

Section: Knowledge Transfer Between Subsidiariesmentioning

confidence: 99%

The Effect of HRM Practices on MNC Subsidiaries' Knowledge Transfer in Thailand

Boonyarith

2012

J. Info. Know. Mgmt.

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The study investigated how MNCs mobilise knowledge transfer¯t in subsidiaries recipients. The hypotheses are developed that the knowledge transfer process via personnel aspects enhances the individual and organisational team competency to generate and transfer knowledge to¯t with their recipients' needs. This empirical study is based on the data collected from two rounds of mailed questionnaire surveys of 600 MNC subsidiaries in Thailand. A total of 83 usable responses were returned, representing a response rate of 14%. The empirical results clarify some issues and propose the boundary conditions: (a) Firms should select people and orient with the kinds of knowledge to be transferred to take advantage of their e®ects on performance and (b) the importance of knowledge transfer through people's mobility across focal subsidiary as key drivers behind MNC's remarkable success. However,¯rms should not forget that in developing countries, there may be weaker informational capabilities and limited support industries.

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Knowledge transfer in product development: an analysis of Brazilian subsidiaries of multinational corporations

Cited by 8 publications

References 50 publications

How ability, motivation and opportunity influence travel agents performance: the moderating role of absorptive capacity

How ability, motivation and opportunity influence travel agents performance: the moderating role of absorptive capacity

O papel das subsidiárias em países emergentes na geração de vantagem competitiva para multinacionais estrangeiras: o caso da subsidiária brasileria da Clarks International

The Effect of HRM Practices on MNC Subsidiaries' Knowledge Transfer in Thailand

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