The purpose of this dissertation is to analyze different theoretical approaches of research about knowledge and multinational teams to determine, whether multinational teams can be a way of transferring knowledge in a multinational corporation.
According to the research that has already been conducted in this field, multinational teams can indeed be one way of transferring knowledge between dispersed multinational units in order to leverage its competitive advantage of sharing knowledge. This is mostly done by means of interaction between different team members who share knowledge in continuously communicating and working together, therefore benefiting from explicit and tacit knowledge of team members. Teams can create synergetic effects and not only share knowledge within a team, but also create new knowledge. This dissertation recognizes multinational teams as a suitable way of transferring knowledge. However, due to reasons of language barriers, lack of motivation and costs, a multinational team should not be used as the only means of transferring knowledge through multinational organizations.
Table of Contents
1. Introduction
2. Knowledge transfer in multinational companies
2.1. Core definitions
2.2. Different types of knowledge
2.2.1. Tacit Knowledge
2.2.2. Explicit Knowledge
2.3. The knowledge-based view of the firm
2.4. Exploring different methods of transferring knowledge
2.4.1. The importance of knowledge transfer
2.4.2. Nonaka’s knowledge Matrix
2.4.3. Methods of transferring knowledge
2.4.3.1. Information Technology
2.4.3.2. Expatriation
2.4.3.3. Center of Excellence
2.4.3.4. Multinational Teams
3. Multinational Teams
3.1. Different types of multinational teams
3.2. Formation of multinational teams
3.2. Staffing of multinational teams
3.3. Goals of multinational teams
3.4. Potential drawbacks of multinational teams
4. Knowledge transfer through multinational teams
4.1. Creation and sharing of knowledge in multinational teams
4.1.1. Conditions
4.1.2. Transferring explicit knowledge in a multinational team
4.1.3. Transferring tacit knowledge in a multinational team
4.1.4. Applying Nonaka’s knowledge matrix to multinational teams
4.1.5. Mental models shared by a team
4.2. Obstacles of transferring knowledge through multinational teams
4.2.1. Stickiness of knowledge
4.2.2. Free rider problem
4.2.3. Lack of common language
4.2.4. Costs
5. Discussion
6. Conclusion
Research Objectives and Themes
The primary objective of this dissertation is to examine the theoretical frameworks of knowledge management and multinational teams to evaluate whether such teams effectively serve as mechanisms for knowledge transfer within multinational corporations. The research addresses the challenges of knowledge sharing in geographically dispersed units and investigates the interplay between team structure and knowledge flow.
- Theoretical analysis of tacit and explicit knowledge within corporate environments.
- Evaluation of knowledge transfer mechanisms including information technology and expatriation.
- Assessment of the formation, staffing, and operational goals of multinational teams.
- Identification of barriers to knowledge transfer, such as language gaps and the stickiness of knowledge.
Excerpt from the Book
2.1.1 Tacit Knowledge
An important concept of knowledge is that of tacit knowledge. Adenfelt and Lagerström (2006, p.323) define tacit knowledge as “inextricably interwoven with experiences and situational contexts which is difficult to articulate and put into print”. Nonaka (2000, p.16) simply characterizes tacit knowledge as “subjective, experimental and hard to formulize”.
Tacit knowledge can be viewed as knowledge that an organization or an individual possesses, which is not easily accessible or even visible but which has to be developed over a certain period of time. Grant (1996, p.111; see also Kogut and Zander, 1992) state that tacit knowledge is applied and acquired through practice and its transfer between people is slow, costly and uncertain. In a group or an organization, tacit knowledge evolves through social interaction or shared practices. If people communicate with each other, they develop a personal relationship which makes them share pre-existing and develop new knowledge, which can only be understood or shared if one is part of that specific group.
However, tacit knowledge is also extremely hard to transfer within a multinational organization. Gupta and Govindarajan (2000, p.474; also see Kogut and Zander 1993) find that “the tacitness of knowledge is one of the most widely recognized barriers to its transfer and replication”. It cannot be transferred without the exchange of key personnel and all the technical systems that are involved in the knowledge process (Nonaka, 2000).
Summary of Chapters
1. Introduction: Presents the background of globalization and the critical need for effective knowledge transfer within multinational corporations.
2. Knowledge transfer in multinational companies: Defines core concepts of knowledge, explains the knowledge-based view of the firm, and explores various transfer methods like technology and expatriation.
3. Multinational Teams: Discusses the types, formation, staffing, and primary goals of multinational teams as organizational units.
4. Knowledge transfer through multinational teams: Examines how knowledge is created and shared within teams and analyzes significant obstacles like the free-rider problem and language barriers.
5. Discussion: Synthesizes the findings to evaluate the overall effectiveness and limitations of using multinational teams for corporate knowledge sharing.
6. Conclusion: Summarizes the key insights, reinforcing that while effective, multinational teams should be combined with other transfer methods for optimal results.
Keywords
Knowledge Transfer, Multinational Teams, Tacit Knowledge, Explicit Knowledge, Knowledge Management, Social Interaction, Corporate Strategy, Global Dispersion, Expatriation, Information Technology, Organizational Learning, Knowledge Sharing, Multinational Corporation, Competitive Advantage, Team Formation.
Frequently Asked Questions
What is the core focus of this dissertation?
The work focuses on analyzing whether multinational teams are an effective and suitable mechanism for transferring knowledge within geographically dispersed multinational corporations.
What are the primary thematic areas covered?
The main themes include knowledge types (tacit vs. explicit), the knowledge-based view of the firm, methods of knowledge transfer, and the specific dynamics of forming and managing multinational teams.
What is the overarching research goal?
The goal is to determine if multinational teams can successfully mitigate challenges associated with knowledge transfer and how they contribute to competitive advantage.
Which scientific methodology is employed?
The paper utilizes an in-depth review and synthesis of existing academic research and theoretical literature to evaluate knowledge transfer concepts and multinational team performance.
What is the main subject matter of the central chapters?
The central chapters cover the definition of knowledge, the application of Nonaka's knowledge matrix, the structural formation of teams, and an analysis of the barriers such as knowledge stickiness and communication difficulties.
Which keywords define the scope of the research?
Key terms include knowledge transfer, multinational teams, tacit knowledge, organizational learning, and knowledge sharing.
How does the author define "tacit knowledge"?
Tacit knowledge is described as subjective, experience-based, and difficult to articulate, making it challenging to transfer without direct social interaction and personal relationships.
Why are multinational teams considered complex?
They involve members from diverse cultures and locations, leading to challenges such as language barriers, interpersonal style differences, and physical distance, which require active management.
Does the author conclude that multinational teams are the only solution?
No, the author concludes that while effective, multinational teams should not be used as the sole means of transfer and should be complemented by other strategies like information technology and expatriation.
What role does "Nonaka's knowledge matrix" play?
It provides a theoretical framework for understanding the four modes of knowledge conversion: socialization, externalization, combination, and internalization, which is applied throughout the analysis of team interactions.
- Quote paper
- Dennis Schiedat (Author), 2011, Knowledge Transfer through multinational teams, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/191400
