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The Relationships of Knowledge Recipients and Knowledge Transfer at Japanese Mncs Based in China
... Trust among team members serves as the lubricant for people to work together to develop new plans and actions (Bijlsma, & Koopman, 2003;Hughes et al., 2018). When people have confidence in one another, knowledge transfer is accelerated (Hung et al., 2023;Jasimuddin, et al., 2013). A close study of the literature (Holste & Fields, 2010;Ko, 2010;Levin & Cross, 2004;Lucas, 2005;Singh & Premarajan, 2007) reveals that the influence of benevolence trust on the knowledge transfer in NGO sector has not been adequately study. ...
The impact of benevolence-based trust on knowledge transfer is understudied in Bangladesh's NGO sector, which is home to more NGOs than any other nation in the world (with a comparable geographic size). The study aims to examine the effects of benevolence-based trust, a significant component of trust antecedent, on knowledge transfer between NGO staff and their beneficiaries in Bangladesh’s NGO sector. Semi-structured interviews with a total of 54 NGO personnel were conducted using multi-staged and purposeful sampling procedures. Content analysis is used to process Critical Incidents (CIs) collected from semi-structured interviews. Findings imply that knowledge transfer to beneficiaries is influenced by the benevolence- trust of NGO staff. The results may be useful for beneficiaries and NGO workers in expanding knowledge transfer activities. Given that the experiment was conducted in a specific country, such as Bangladesh, it could be challenging to generalize the results. Similar studies may be conducted in the future in a different setting or country.
... Knowledge sharing is a popular topic in knowledge management research (Jasimuddin, 2006;Jasimuddin et al., 2013). Knowledge hoarding and knowledge hiding are relatively new and underresearched topic (Connelly et al., 2012;Holten et al., 2016;Arain et al., 2020a). ...
Knowledge hiding is known to have negative consequences on organizational performance. The existing literature mainly focuses on the identification of antecedents and consequences of knowledge hiding. The studies pertaining to the top management role in creating a culture that stops concealing knowledge within an organization are limited. To fill that gap, the paper empirically address the knowledge sharing culture and to explore the management support to avoid knowledge hiding culture in an organization. This study based on an empirical study carried out in a United Kingdom-based laboratory within a high-tech global corporation, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper seeks to address why members of the case organization is reluctant about knowledge hiding among themselves. The study reveals that the management role is important in creating a culture that help discourage employees to withhold knowledge. The paper identifies the actions that top management takes to stop concealing knowledge within an organization. This study has provided several contributions. The findings of the study may be useful to managers and practitioners. For managers, this paper presents some important organizational factors that can be nurtured to avoid a knowledge-hiding culture in the organization. They can also take the management actions of the case organization as lessons to create a culture that encourage their employees to avoid knowledge hiding behavior.
... In knowledge-intensive organizations like hospitals, knowledge transfer between the health staff is one of the most important knowledge management implementations to improve the employees' tacit knowledge (Prestmo et al., 2015;Feet and Naess, 2015;Alhalhouli et al., 2014). Knowledge transfer is the process of sending knowledge from the knowledge source to the knowledge recipients and acceptance of the transferred knowledge by the recipients (Jasimuddin et al., 2017;Paulin and Suneson, 2015;Sheng et al., 2013). ...
... In knowledge-intensive organizations like hospitals, knowledge transfer between the health staff is one of the most important knowledge management implementations to improve the employees' tacit knowledge (Prestmo et al., 2015;Feet and Naess, 2015;Alhalhouli et al., 2014). Knowledge transfer is the process of sending knowledge from the knowledge source to the knowledge recipients and acceptance of the transferred knowledge by the recipients (Jasimuddin et al., 2017;Paulin and Suneson, 2015;Sheng et al., 2013). ...
China offers fertile ground for studying how business executives can understand the process of enhancing innovation capability in an environment where the government has a paramount role in creating innovation networks. Before Deng Xiaoping's economic reforms in the late 1970s and early 1980s, the Chinese government controlled every aspect of industrial production through a strict system of central planning. One of the main motivations for China's “Open Door” policy was to attract foreign direct investment through international joint ventures and to get access to Western technology. Twenty-four interviews with executives from eight businesses involved in such ventures led to six propositions that present the main elements in the creation of Chinese innovation capability, and a flow diagram is used to highlight the key factors that influence these developments. With active government support, both local and foreign multinational firms can join research-led universities to mutually enhance innovation capabilities in a Chinese setting. ©2014 Wiley Periodicals, Inc.
This study adopted an interactional approach to understanding how 2 of the Five-Factor traits, openness to experience and conscientiousness, are related to creative behavior in the workplace. Openness to experience is theorized to result in high levels of creative behavior and conscientiousness is theorized to result in low levels of creative behavior when the situation allows for the manifestation of the trait influences. More specifically, the authors hypothesized that openness to experience would result in high levels of creative behavior if feedback valence were positive and job holders were presented with a heuristic task that allowed them to be creative. The authors also hypothesized that conscientiousness would result in low levels of creative behavior if supervisors engaged in close monitoring and coworkers were unsupportive. The authors tested their hypotheses in a sample of office workers, and 5 out of the 6 hypotheses were supported.
Three studies examined the effects of randomly assigned messages of social exclusion. In all 3 studies, significant and large decrements in intelligent thought (including IQ and Graduate Record Examination test performance) were found among people told they were likely to end up alone in life. The decline in cognitive performance was found in complex cognitive tasks such as effortful logic and reasoning: simple information processing remained intact despite the social exclusion. The effects were specific to social exclusion, as participants who received predictions of future nonsocial misfortunes (accidents and injuries) performed well on the cognitive tests. The cognitive impairments appeared to involve reductions in both speed (effort) and accuracy. The effect was not mediated by mood.
"Systemic thinking" is the process of understanding how systems influence one another within a world of systems and has been defined as an approach to problem solving by viewing "problems" as parts of an overall system, rather than reacting to a specific part, outcome, or event. This book provides a complete overview of systemic thinking, exploring a framework and graphical technique for understanding and identifying new ways to more efficiently solve problems and create solutions. Demystifying the conjunction of systems concepts and systemic diagramming techniques, this comprehensive pocket guide introduces and explains the basis of systemigrams, how to create a systemigram and a SystemiShow, illuminates multiple complex problems, and provides an overview of what purpose they serve for today's industry professionals. Systemic Thinking: Building Maps for Worlds of Systems: Includes illustrative systemigrams and case studies. Includes the SystemiTool software, developed by the authors. Provides an overview of systemic thinking, particularly with regard to systemigrams. Incorporates graphical representations of systemigrams. Instructs how and when to implement a systemigram when a problem arises. An invaluable book for industry professionals-specifically, technical leaders in industry and business trying to confront complex problems-Systemic Thinking is also ideal for postgraduate students in engineering and business management.
Why are some entrepreneurs so much more successful than others in starting new ventures? Previous efforts to answer this question have generally focused either on the personality traits or susceptibility to various cognitive errors of individual entrepreneurs, or on such external factors as the number of competing businesses. We suggest that entrepreneurs" social skills-specific competencies that help them interact effectively with others-may also play a role in their success. A high level of social capital, built on a favorable reputation, relevant previous experience, and direct persona/contacts, often assists entrepreneurs in gaining access to venture capitalists, potential customers, and others. Once such access is gained, the nature of the entrepreneurs" face-to-face interactions can strongly influence their success. Specific social skills, such as the ability to read others accurately, make favorable first impressions, adapt to a wide range of social situations, and be persuasive, can influence the quality of these interactions. Moreover, by helping entrepreneurs expand their personal networks, social skills may also contribute to their social capital. Because social skills can readily be enhanced through appropriate training, entrepreneurs who take advantage of such opportunities may reap important benefits.
Recent emphasis in research and theory building on compassion in organizations has not yet received sustained attention by organization development and change scholarship. Compassion at work, however, has been reported as instrumental in coaching, ad hoc organizing, prosocial behavior during challenging times, and other processes central to developing and changing organizations. It also has been theorized to bring about an untapped organizational capability, contribute to fostering a climate of workplace forgiveness, and to facilitate development of social entrepreneurship. In this essay, we begin to outline what the recent advances in the compassion literature offer researchers and practitioners of organization development and change. We briefly review how compassion is defined across different contexts, how it can be seen through a positive lens and within broader lines of inquiry on social and emotional dynamics at work, and how interpretive approaches to studying compassion might fit with the study of change. Seeing compassion scholarship as more than a specialized trend in positive organizational behavior, we offer ample opportunities for diverse and novel inquiry into development and change at work.
When external events disrupt the normal flow of organizational and relational routines and practices, an organization’s latent capacity to rebound activates to enable positive adaptation and bounce back. This article examines an unexpected organizational crisis (a shooting and standoff in a business school) and presents a model for how resilience becomes activated in such situations. Three social mechanisms describe resilience activation. Liminal suspension describes how crisis temporarily undoes and alters formal relational structures and opens a temporal space for organization members to form and renew relationships. Compassionate witnessing describes how organization members’ interpersonal connections and opportunities for engagement respond to individuals’ needs. And relational redundancy describes how organization members’ social capital and connections across organizational and functional boundaries activate relational networks that enable resilience. Narrative accounts from the incident support the induced model.
Relationships between social intelligence, empathy, and three types of aggressive behavior were studied. Peer-estimation techniques were used to measure all major variables. Altogether, 526 Finnish schoolchildren from three age groups (10, 12, and 14 years old) participated in the study. As was hypothesized, indirect aggression correlated positively and significantly with social intelligence in every age group studied. Physical and verbal forms of aggression had almost zero correlation to social intelligence. Empathy correlated negatively and significantly with every type of aggression except indirect aggression in 12-year-old children. The major findings are in line with the developmental theory by Björkqvist et al. [1992. Aggr Behav 18:117–127] suggesting that indirect aggression requires more social intelligence than direct forms of aggression. Aggr. Behav. 25:81–89, 1999. © 1999 Wiley-Liss, Inc.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
This dissertation presents a stochastic dynamic programming formulation for the valuation of global supply chain networks under exchange rate uncertainty. A global facility network is similar to a compound financial call option, where exercising the option means switching production from one site to another site. We focus on corporate decision making at the strategic and tactical levels, including facility design, sourcing, production, distribution, market selection, pricing, as well as financing. The key feature of our model is the joint determination of operational and financial decisions. The objective of global after-tax profits is maximized through the design of the facility network, the control of material flows, as well as financial hedging decisions.^ We show how a firm that operates a network of integrated facilities with flexible, multi-product manufacturing capacity can capitalize on deviations from Purchasing Power Parity by shifting production between locations. In the long term, the network design can be utilized as an operational hedge to mitigate against risks from unanticipated currency movements as well as market risks, i.e. price and demand uncertainty. In the short term, the firm can utilize pure financial hedging strategies to mitigate against currency induced price risks. The goal of this study is to analyze and define global strategies for activities along the value-added supply chain that significantly impact performance measures, like global after-tax profits and operational stability. The last criteria is defined as the ability to absorb cost fluctuations rather than passing them through to the firm's customers.
We explore the differences in international strategy between multinational enterprises (MNEs) in services and manufacturing, especially in terrns of their international diversification, as measured by their sales and asset dispersion. Our longitudinal data show that the largest MNEs in services have a much stronger home-region orientation than manufacturing MNEs. Large MNEs in the services sector average 83.9 percent of their sales in their home region, which is significantly higher than large manufacturing firms at 65.6 percent. We explore the possible reasons for the relative lack of globalization of services firms. The two main reasons are: the difficulty of adapting separately upstream activities and downstream activities in high distance host environments, and the difficulty of selecting activity locations as a function of supply side criteria. We offer a refinement of regional strategy theory applicable to services MNEs.
Specific affiliative leadership characteristics considered to be critical to competitive advantage in today's business environment are related to the Jungian feeling (F) decision-making preference, which is known to vary by gender. We propose that this preference strengthens an essential sociocognitive factor in the leadership mix of the top management team, thereby enriching its value as a strategic resource. The Jungian framework offers the means for testing this intuitively appealing proposition. If supported, this relationship establishes the practical value of a gender diverse executive team.
Power is certainly one of the major areas of scientific investigation in organizational behavior and organization theory. The phenomena of social power are pervasive in all groups, organizations, and societies. In an organizational setting, the process of exercising power serves as one of the key characteristics which define the relationship between a supervisor and a subordinate (Pfeffer 1992; Yukl 2006; see also Raven et al. 1998). Acquisition, maintenance, and use of the right types of power are essential for effective leadership. Power can be defined as the ability of one party to change or control the behavior, attitudes, opinions, objectives, needs, and values of another party (Rahim 1989). Raven et al. (1998: 307) provided a complimentary definition of social power as the “resources one person has available so that he or she can influence another to do what that person would not have done otherwise.” These definitions imply that the theory of power for this chapter is limited to interpersonal influence, i.e. the influence of one individual (leader) over another individual (follower). That is, it deals with the interpersonal and not the structural and situational sources of power. The reason behind this restriction is that it is not easily possible to investigate both sources in one chapter. It should be noted that power possessed by a supervisor is important to influence not only subordinates, but also colleagues, supervisors, and people outside the organization.
Virtue as Social Intelligence: An Empirically Grounded Theory takes on the claims of philosophical situationism, the ethical theory that is skeptical about the possibility of human virtue. Influenced by social psychological studies, philosophical situationists argue that human personality is too fluid and fragmented to support a stable set of virtues. They claim that virtue cannot be grounded in empirical psychology. This book argues otherwise. Drawing on the work of psychologists Walter Mischel and Yuichi Shoda, Nancy E. Snow argues that the social psychological experiments that philosophical situationists rely on look at the wrong kinds of situations to test for behavioral consistency. Rather than looking at situations that are objectively similar, researchers need to compare situations that have similar meanings for the subject. When this is done, subjects exhibit behavioral consistencies that warrant the attribution of enduring traits, and virtues are a subset of these traits. Virtue can therefore be empirically grounded and virtue ethics has nothing to fear from philosophical situationism.
Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and increased complexity of formal organizational structures. Institutional rules function as myths which organizations incorporate, gaining legitimacy, resources, stability, and enhanced survival prospects. Organizations whose structures become isomorphic with the myths of the institutional environment-in contrast with those primarily structured by the demands of technical production and exchange-decrease internal coordination and control in order to maintain legitimacy. Structures are decoupled from each other and from ongoing activities. In place of coordination, inspection, and evaluation, a logic of confidence and good faith is employed.
Monte Carlo computer simulations were used to investigate the performance of three χ2 test statistics in confirmatory factor analysis (CFA). Normal theory maximum likelihood χ2 (ML), Browne's asymptotic distribution free χ2 (ADF), and the Satorra-Bentler rescaled χ2 (SB) were examined under varying conditions of sample size, model specification, and multivariate distribution. For properly specified models, ML and SB showed no evidence of bias under normal distributions across all sample sizes, whereas ADF was biased at all but the largest sample sizes. ML was increasingly overestimated with increasing nonnormality, but both SB (at all sample sizes) and ADF (only at large sample sizes) showed no evidence of bias. For misspecified models, ML was again inflated with increasing nonnormality, but both SB and ADF were underestimated with increasing nonnormality. It appears that the power of the SB and ADF test statistics to detect a model misspecification is attenuated given nonnormally distributed data.
Substantial academic research explains why firms should hedge, but little work has addressed how firms should hedge. We assume that firms can experience costly states of nature and derive optimal hedging strategies using vanilla derivatives (e.g., forwards and options) and custom "exotic" derivative contracts for a value-maximizing firm facing both hedgable (price) and unhedgable (quantity) risks. Customized exotic derivatives are typically better than vanilla contracts when correlations between prices and quantities are large in magnitude and when quantity risks are substantially greater than price risks. Finally, we discuss how our model may be applied in practice.
Presented are results from a multistep, three-sample study that designed measures of reward, coercive, legitimate, expert, and referent power that are conceptually consistent with respect to the source of power. Construct definitions were developed and items were generated and evaluated for content validity. Exploratory and confirmatory factor analyses and item analyses were conducted to develop perceptually distinct scales with acceptable internal consistency and stable factor structures. The independence of the scales was next examined, and discriminant validity was assessed. Finally, zero-order and partial correlation concurrent validity analyses were conducted, and conclusions were drawn concerning both the new scales and the extant literature.
The article focuses on “Organizational Strategy, Structure, and Process,” by Raymond Miles and Charles Snow, and its effect on strategic management and organization theory. Miles and Snow's views are at the philosophical midpoint of business-level strategy—between the situationalists and the universalists. They proposed four basic types of strategy: defenders, prospectors, analyzers, and reactors. The concept of strategic equifinality, a configurational view of strategy, business risk, and the typology of strategy classification systems are mentioned.
The French and Raven power taxonomy (coercive, expert, legitimate, referent, and reward) was utilized to investigate graduate students' perceptions of their supervising professors' power and the relationship between professors' power and various students' perceptions, intentions, and behaviors. The results show that faculty power bases are related to several variables that are critical to student satisfaction and success.
This paper examines evidence concerning the existence of organizational buffers, which insulate an organization from environmental disturbances, and transformational shields, which insulate an organization from the risk of failure due to transformation. It proposes that interorganizational linkages in particular can (1) buffer organizations from failure, (2) affect the likelihood of organizational transformation, and (3) modify the effect of organizational transformation on failure. These propositions are examined using event-history analysis of data on approximately 1,000 Finnish newspapers over a 200-year period. In this population, linkages reduced failure, increased organizational transformations, and altered the chances for failure after transformation. More generally, the findings support the existence of organizational buffers and transformational shields, suggesting further work on their role in population dynamics.