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The impact of national culture on the effectiveness of interorganizational knowledge transfer

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The impact of national culture on the effectiveness of interorganizational knowledge transfer

Li, Yie (2005) The impact of national culture on the effectiveness of interorganizational knowledge transfer. Masters thesis, Concordia University.

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Abstract

In today's business climate, organizational knowledge has been widely accepted as a principle organizational source for sustainable advantages for global competitiveness. Inter-organizational knowledge transfer lays a significant foundation for obtaining new organizational knowledge. The role of middle managers in inter-organizational knowledge transfer is getting more and more attentions nowadays, although it cannot be more than enough. In addition, considerable evidence supports the importance of culture in the success or failure of knowledge transfer within organizations. The main purpose of this research is to identify what roles of middle managers play in each stage of inter-organizational knowledge transfer as well as the impact of national culture on such roles. The research used a case study methodology and was conducted among Canadian, American and Chinese middle managers in two well-known multinational organizations. The findings suggest that first, middle managers play the roles of Radar, Filter and Champion in the initiation stage, the role of Coordinator in the interrelation stage and the role of Problem solver in the implementation stage; second, Chinese middle managers are involved less than those from North America in the activity 'Suggesting and prioritizing the different courses of action to acquire new knowledge', 'Defining and justifying the importance of new knowledge transfer proposals to upper-level managers' and 'Embedding the newly acquired knowledge in organizational processes and routines'. This study opens new insights of research in knowledge transfer that link up the roles of middle managers, national culture, and the effectiveness of knowledge transfer.

Divisions:Concordia University > John Molson School of Business
Item Type:Thesis (Masters)
Authors:Li, Yie
Pagination:iii, 171 leaves : ill. ; 29 cm.
Institution:Concordia University
Degree Name:M. Sc. Admin.
Program:John Molson School of Business
Date:2005
Thesis Supervisor(s):Abou-Zeid, El Sayed
ID Code:8625
Deposited By:Concordia University Libraries
Deposited On:18 Aug 2011 14:30
Last Modified:18 Aug 2011 15:20
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