Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences
Knowledge sharing is a systematic process for creating, acquiring, synthesizing, learning, sharing and using knowledge to achieve organizational goals.It is also a source of competitive advantage especially for multinational companies. The objective of this paper is to discuss the impact of subsidia...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
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International Foundation for Research & Development
2013
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| Subjects: | |
| Online Access: | https://repo.uum.edu.my/id/eprint/17947/1/JEBS%205%2010%202013.pdf http://www.ifrnd.org/ResearchPapers.aspx?VolumeID=171 |
| _version_ | 1803627471063482368 |
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| author | Nik Abdullah, Nik Ab. Halim Loo, Yew Liang |
| author_facet | Nik Abdullah, Nik Ab. Halim Loo, Yew Liang |
| author_sort | Nik Abdullah, Nik Ab. Halim |
| collection | UUM |
| description | Knowledge sharing is a systematic process for creating, acquiring, synthesizing, learning, sharing and using knowledge to achieve organizational goals.It is also a source of competitive advantage especially for multinational companies. The objective of this paper is to discuss the impact of subsidiary manager’s role in knowledge sharing, manager’s compensation system, and the level of cultural differences between home and host country on the level of knowledge sharing between the headquarters and subsidiaries of multinational companies.A study has been conducted at a subsidiary of a large manufacturing company in Malaysia. Data were collected via self administered survey questionnaire.The respondents consist of 100 executives and managers of the company, and all the questionnaires distributed were filled and returned back for data analysis. Findings indicate that all three factors significantly influence the level of knowledge sharing with the manager’s compensation system has the strongest impact.MNC therefore should clearly define the manager’s role in knowledge sharing and
provide attractive rewards and remunerations to encourage knowledge sharing.At the same time,
cultural differences should not be considered as a barrier to knowledge sharing as this study indicates that it can be a driver for effective knowledge sharing between headquarters and subsidiaries. |
| first_indexed | 2024-07-04T06:06:35Z |
| format | Article |
| id | uum-17947 |
| institution | Universiti Utara Malaysia |
| language | English |
| last_indexed | 2024-07-04T06:06:35Z |
| publishDate | 2013 |
| publisher | International Foundation for Research & Development |
| record_format | dspace |
| spelling | uum-179472016-04-19T01:05:19Z https://repo.uum.edu.my/id/eprint/17947/ Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences Nik Abdullah, Nik Ab. Halim Loo, Yew Liang HD28 Management. Industrial Management Knowledge sharing is a systematic process for creating, acquiring, synthesizing, learning, sharing and using knowledge to achieve organizational goals.It is also a source of competitive advantage especially for multinational companies. The objective of this paper is to discuss the impact of subsidiary manager’s role in knowledge sharing, manager’s compensation system, and the level of cultural differences between home and host country on the level of knowledge sharing between the headquarters and subsidiaries of multinational companies.A study has been conducted at a subsidiary of a large manufacturing company in Malaysia. Data were collected via self administered survey questionnaire.The respondents consist of 100 executives and managers of the company, and all the questionnaires distributed were filled and returned back for data analysis. Findings indicate that all three factors significantly influence the level of knowledge sharing with the manager’s compensation system has the strongest impact.MNC therefore should clearly define the manager’s role in knowledge sharing and provide attractive rewards and remunerations to encourage knowledge sharing.At the same time, cultural differences should not be considered as a barrier to knowledge sharing as this study indicates that it can be a driver for effective knowledge sharing between headquarters and subsidiaries. International Foundation for Research & Development 2013-10 Article PeerReviewed application/pdf en cc4_by https://repo.uum.edu.my/id/eprint/17947/1/JEBS%205%2010%202013.pdf Nik Abdullah, Nik Ab. Halim and Loo, Yew Liang (2013) Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences. Journal of Economics and Behavioral Studies, 5 (10). pp. 660-668. ISSN 2220-6140 http://www.ifrnd.org/Research%20Papers/J5(10)2.pdf http://www.ifrnd.org/ResearchPapers.aspx?VolumeID=171 http://www.ifrnd.org/ResearchPapers.aspx?VolumeID=171 |
| spellingShingle | HD28 Management. Industrial Management Nik Abdullah, Nik Ab. Halim Loo, Yew Liang Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences |
| title | Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences |
| title_full | Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences |
| title_fullStr | Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences |
| title_full_unstemmed | Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences |
| title_short | Knowledge sharing between multinational corporation’s headquarters and subsidiaries: The impact of manager’s role, compensation system and cultural differences |
| title_sort | knowledge sharing between multinational corporation s headquarters and subsidiaries the impact of manager s role compensation system and cultural differences |
| topic | HD28 Management. Industrial Management |
| url | https://repo.uum.edu.my/id/eprint/17947/1/JEBS%205%2010%202013.pdf http://www.ifrnd.org/ResearchPapers.aspx?VolumeID=171 |
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