2008
DOI: 10.1016/j.ijhm.2007.07.015
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Practicing effective knowledge sharing in international hotel joint ventures

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Cited by 47 publications
(43 citation statements)
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References 61 publications
(93 reference statements)
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“…The issue of trust can also confound knowledge exchange between an expatriate and an international joint venture partner because the foreign partner may perceive that if s/he shares too much knowledge then his/her value in the partnership may diminish (Hamel, 1991). That is, a major concern in many international joint ventures is that one partner in the joint venture is using the alliance as a ''Trojan Horse'' to capture the other's knowledge and then will become a subsequent competitor (Magnini, 2008).…”
Section: Local Nationals As a Source Of Real-time Trainingmentioning
confidence: 99%
“…The issue of trust can also confound knowledge exchange between an expatriate and an international joint venture partner because the foreign partner may perceive that if s/he shares too much knowledge then his/her value in the partnership may diminish (Hamel, 1991). That is, a major concern in many international joint ventures is that one partner in the joint venture is using the alliance as a ''Trojan Horse'' to capture the other's knowledge and then will become a subsequent competitor (Magnini, 2008).…”
Section: Local Nationals As a Source Of Real-time Trainingmentioning
confidence: 99%
“…Secara persepektif untuk menstimulus aliran pengetahuan di organisasi perusahaan langkah pertama adalah level individu kemudian di komunikasikan kepada individu lainnya dan mengalir kepada keseluruhan organisasi perusahaan untuk mendapatkan suatu kerja tim yang baik dan akhirnya memberikan kinerja kepada organisasi perusahaan (Walle, 2001). Pencapaian pada level individual secara khusus terdapat dua, yakni pertama untuk peningkatan kinerja individu sehingga meningkatkan kinerja perusahaan dan tujuan yang kedua, berorientasi pada pembelajaran di level individu untuk menghasilkan proses kerja yang efektif dan akhirnya meningkatkan kinerja perusahaan (Magnini, 2008). …”
Section: Pendahuluanunclassified
“…Penelitian ini juga berbeda dengan penelitian Magnini (2008) yang menyatakan pembelajaran di level individu untuk menghasilkan proses kerja yang efektif dan akhirnya meningkatkan kinerja per-usahaan. Penelitian ini juga berbeda dengan penelitian Kang (2007) bahwa motivasi yang didapatkan dari pelatihan dapat membantu karyawan menjadi sesuatu yang berbeda karena lebih efisien dan efektif dan memberikan produktivitas yang baik.…”
Section: Efektivitas Tim Kerja Perusahaan Mampu Meningkatkan Kinerja unclassified
“…It is the ability of firms to create, to transfer and to adopt knowledge rather than their allocating efficiency that determines their longrun performance [18]. Recently, the studies about knowledge sharing involve a lot of fields, such as education, hotel industry, business, technology, and so on [19,20]. Besides, knowledge sharing is not only using for the industry or organizations, but also influencing to individual.…”
Section: Knowledge Sharingmentioning
confidence: 99%