nach oben

Erschienen in:

2019 | OriginalPaper | Buchkapitel

10. Knowledge Transfer and Creation Systems: Perspectives on Corporate Socialization Mechanisms and Human Resource Management

verfasst von : Tamiko Kasahara

Erschienen in: Paradigm Shift in Technologies and Innovation Systems

Verlag: Springer Singapore

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

This study explores the role played by corporate socialization mechanisms (CSMs) and human resource management (HRM) practices in inter- and intra-unit knowledge flows and creation systems in multinational corporations (MNCs), especially focusing on professional service firms (PSFs). Drawing on a longitudinal case study of Cambridge Technology Partners (CTP), which was established during a paradigm shift in the consulting industry arising from the advancement of information technology (IT), the findings of this study suggest that CSMs are incorporated into HRM practices. When CTP was a global consulting company, CSMs worked as an infrastructure for transferring knowledge from the headquarters (HQs) to a focal subsidiary. HRM practices were designed to enhance and practice the HQs’ goals of achieving global competitiveness. Specifically, training and development practices played a role in transferring knowledge from the HQs to a focal subsidiary at the corporate level, while tacit and explicit knowledge were transferred from senior to junior consultants at the individual level. At present, sharing the corporate philosophy within CTP has generated a high project success rate in Japan and laid the foundation for further knowledge creation for CTP. HRM practices are designed to enhance CTP’s business model, methodology, and corporate culture and to create new knowledge. Training and development practices enhance the creation of new knowledge within the company. Additionally, performance appraisals and incentive practices are designed to encourage consultants to create new knowledge.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 390 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Maschinenbau + Werkstoffe

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Vorheriges Kapitel Paradigm Change in the History of the Pharmaceutical Industry

Nächstes Kapitel Redefining the Internationalization of R&D Activities: How Far Have the Firms’ R&D Members of US and Japanese Companies Been Diversified?

In the case study, I use Global-CTP to explain the business situation in the Global-CTP era, while I use CTP for explaining the role of the HQs of Global-CTP and/or business activities, including the business model and the Cambridge Culture that Present-CTP inherited from the Global-CTP era. In addition, I use Global-CTP Japan as well as Novell-CTP Japan when explaining the Japanese subsidiary’s business activities during the Global-CTP and Novell-CTP eras.

“Project success” means that the project is completed on time and on budget, with all features and functions as originally specified (CHAOS: A Recipe for Success-Software and Systems Engineering:http://www4.informatik.tu-muenchen.de/lehre/vorlesungen/vse/WS2004/1999_Standish_Chaos.pdf).

CHAOS: A Recipe for Success-Software and Systems Engineering (http://www4.informatik.tu-muenchen.de/lehre/vorlesungen/vse/WS2004/1999_Standish_Chaos.pdf).

CTP website (https://www.ctp.co.jp/press/pr_20080707_01/).

NIKKEI XTECH: Survey of IT projects 2018, 2018 March (1): 26–27.

http://www.novell.com/news/press/2001/3/novell-to-acquire-cambridge-technology-partners.html.

http://www.novell.com/news/press/2001/7/novell-completes-acquisition-of-cambridge-technotech-partners-jack-messman-becomes-president-and-ceo-.html.

The descriptions of HRM practices at Global-CTP are based on interviews with the CEO of Present-CTP and are referenced from past versions of the website accessed via Internet archive: http://web.archive.org/web/*/http://www.ctp.com.

When Global-CTP acquired other companies, it also conducted an on-site “jumpstart” program that featured extensive service, methodology, and cultural training.

Great Place to Work^® Institute Japan website (https://hatarakigai.info/ranking/japan/). Present-CTP has been nominated for the best company award thrice times in the past.

Adler, P. S., & Kwon, S.-W. (2002). Social capital: Prospects for a new concept. The Academy of Management Review, 27(1), 17–40.CrossRef

Alvesson, M. (2004). Knowledge work and knowledge-intensive firms. New York: Oxford University Press.

Ambile, T. M., Baker, G. P., & Beer, M. (1995) Cambridge technology partners (A), HBS case 9-496-005 (Rev. April 11, 1996). Harvard Business School.

Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82(1), 150–169.CrossRef

Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: The transnational solution. Boston, Mass: Harvard Business School Press.

Birkinshaw, J., & Hood, N. (1998). Multinational subsidiary evolution: Capability and character change in foreign-owned subsidiary companies. Academy of Management Review, 23(4), 773–795.CrossRef

Björkman, I., Barner-Rasmussen, W., & Li, L. (2004). Managing knowledge transfer in MNCs: The impact of headquarters control mechanisms. Journal of International Business Studies, 35(5), 443–455.CrossRef

Boxall, P. (1996). The strategic HRM debate and the resource-based view of the firm. Human Resource Management Journal, 6(3), 59–75.CrossRef

Burt, R. S. (1992). Structural holes: The social structure of competition. Cambridge, Mass: Harvard University Press.

Burt, R. S. (1997). The contingent value of social capital. Administrative Science Quarterly, 42(2), 339–365.CrossRef

Cabrera, E. F., & Cabrera, A. (2005). Fostering knowledge sharing through people management practices. The International Journal of Human Resource Management, 16(5), 720–735.CrossRef

Cohen, W., & Levinthal, D. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152.

Coleman, J. S. (1988). Social capital in the creation of human capital. The American Journal of Sociology, 94, 95–120.CrossRef

Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination; The role of human resource practices in the performance of high technology firms. Academy of Management Journal, 49(3), 544–560.CrossRef

Ghoshal, S., & Bartlett, C. A. (1988). Creation, adoption, and diffusion of innovations by subsidiaries of multinational corporations. Journal of International Business Studies, 19(3), 365–388.CrossRef

Ghoshal, S., & Bartlett, C. A. (1990). The multinational corporation as an interorganizational network. Academy of Management, 15(4), 603–625.

Gompers, P., & Catherine, C. (1997a). Cambridge technology partners: 1991 start up. HBS case9-298-044 (Rev. November 23, 1998). Harvard Business School.

Gompers, P., & Catherine, C. (1997b). Cambridge technology partners: Corporate venturing. HBS case9-297-033 (Rev. January 8, 1999). Harvard Business School.

Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(Issue S2), 109–122.

Gupta, A. K., & Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal, 21(4), 473–496.CrossRef

Gupta, A. K., & Singhal, A. (1993). Managing human resources for innovation and creativity. Research Technology Management, 36(3), 41–48.CrossRef

Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for making knowledge? Harvard Business Review, 72(2), 106–116.

Hatch, N. W., & Dyer, J. H. (2004). Human capital and learning as a source of sustainable competitive advantage. Strategic Management Journal, 25(12), 1155–1178.CrossRef

Hedlund, G. (1986). The hypermodern MNC: A heterarchy? Human Resource Management, 25(1), 9–35.CrossRef

Kang, S.-C., Morris, S. S., & Snell, S. A. (2007). Relational archetypes, organizational learning, and value creation: Extending the human resource architecture. Academy of Management Review, 32(1), 236–256.CrossRef

Kaše, R., Paauwe, J., & Zupan, N. (2009). HR practices, interpersonal relations, and intrafirm knowledge transfer in knowledge-intensive firms: A social network perspective. Human Resource Management, 48(4), 615–639.CrossRef

Kostova, T., & Ross, K. (2003). Social capital in multinational corporations and a micro-macro model of its formation. Academy of Management Review, 28(2), 297–317.CrossRef

Kubr, M. (2002). Management consulting: A guide to the profession (4th ed.). Geneva: International Labour Office.

Lado, A. A., & Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of Management Review, 19(4), 699–727.

Lengnick-Hall, M. L., & Lengnick-Hall, C. A. (2003). HR’s role in building relationship networks. Academy of Management Executive, 17(4), 53–63.

Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. The Academy of Management Review, 24(1), 31–48.CrossRef

Lepak, D. P., & Snell, S. A. (2002). Examining the human resource architecture: The relationship among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517–543.CrossRef

Lødendahl, B. R. (2005). Strategic management of professional service firms (3rd ed.). Copenhagen, DK: Copenhagen Business School Press.

Maister, D. H. (2003). Managing the professional service firm. New York: Free Press.

Mäkelä, K., & Brewster, C. (2009). Interunit interaction contexts, interpersonal social capital, and the differing levels of knowledge sharing. Human Resource Management, 48(4), 591–613.CrossRef

Martin, J. (1991). Rapid application development. New York: Mcmillan Publishing.

Minbaeva, D., Pedersen, T., Bjorkman, I., Fey, C., & Park, H. (2003). MNC knowledge transfer, subsidiary absorptive capacity and HRM. Journal of International Business Studies, 34(6), 586–599.CrossRef

Minvaeba, D., Pedersen, T., Björkman, I., Fey, C. F., & Park, H. J. (2014). MNC knowledge transfer, subsidiary absorptive capacity and HRM. Journal of International Business Studies, 45(1), 38–51.CrossRef

Minvaeba, D. B. (2005). HRM practices and MNC knowledge transfer. Personnel Review, 34(1), 125–144.CrossRef

Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242–266.CrossRef

Nishii, S. (2013). Chishiki shuuyaku gata kigyo no global senryaku to business model (Global strategy and business model in KIFs: The generation, development, and evolution in the management consulting firms). Doyukan Publishing Company (in Japanese).

Nohria, N., & Ghoshal, S. (1994). Differentiated fit and shared values: Alternatives for managing headquarters-subsidiary relations. Strategic Management Journal, 15(6), 491–502.CrossRef

Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14–37.CrossRef

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.

Peltokorpi, V., & Vaara, E. (2014). Knowledge transfer in multinational corporations: Productive and counterproductive effects of language-sensitive recruitment. Journal of International Business Studies, 45(5), 600–622.CrossRef

Pettigrew, A. M. (1990). Longitudinal field research on change: Theory and practice. Organization Science, 1(3), 267–292.CrossRef

Punch, K. F. (2005). Introduction to social research: Quantitative and qualitative approaches (2nd ed.). London: Sage.

Reed, K. K., Lubatkin, M., & Srinivasa, N. (2006). Proposing and testing an intellectual capital-based view of the firm. Journal of Management Studies, 43(4), 867–893.CrossRef

Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday/Currency.

Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(Winter Special Issue), 27–43.

Szulanski, G. (2000). The process of knowledge transfer: A diachronic analysis of stickiness. Organizational Behavior and Human Decision Processes, 82(1), 9–27.

Tsai, W. (2001). Knowledge transfer in intraorganizational networks: Effects of network position and absorptive capacity on business unit innovation and performance. The Academy of Management Journal, 44(5), 996–1004.

Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of intrafirm networks. Academy of Management Journal, 41(Issue 4), 464–476.

Tsoukas, H. (1996). The firm as a distributed knowledge system: A constructionist approach. Strategic Management Journal, 17(S2), 11–25.CrossRef

Watkins, K. E., & Marsick, V. J. (1993). Sculpting the learning organization: Lessons in the art and science of systemic change. San Francisco: Jossey-Bass.

Yamao, S., De Cieri, H., & Hutchings, K. (2009). Transferring subsidiary knowledge to global headquarters: Subsidiary senior executives’ perceptions of the role of HR configurations in the development of knowledge stocks. Human Resource Management, 48(4), 531–554.CrossRef

Youndt, M. A., Subrammaniam, M., & Snell, S. A. (2004). Intellectual capital profiles: An examination of investments and returns. Journal of Management Studies, 41(2), 335–361.CrossRef

Zahra, S., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension. Academy of Management, 27(2), 185–203.

Zander, U., & Kogut, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organization Science, 6(1), 76–92.CrossRef

Titel: Knowledge Transfer and Creation Systems: Perspectives on Corporate Socialization Mechanisms and Human Resource Management
verfasst von: Tamiko Kasahara
Verlag: Springer Singapore
Buch: Paradigm Shift in Technologies and Innovation Systems
Print ISBN: 978-981-329-349-6

Electronic ISBN: 978-981-329-350-2

Copyright-Jahr: 2019
DOI: https://doi.org/10.1007/978-981-32-9350-2_10

Premium Partner

Marktübersichten

Die im Laufe eines Jahres in der „adhäsion“ veröffentlichten Marktübersichten helfen Anwendern verschiedenster Branchen, sich einen gezielten Überblick über Lieferantenangebote zu verschaffen.

Zur Marktübersicht

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Technik"

Springer Professional "Wirtschaft"

Premium Partner

Marktübersichten