- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This study investigates how knowledge strategy affects multinational firms' knowledge sharing in host country networks. Network interactions are a source of learning and knowledge acquisition for firms to fill their knowledge gaps. The research presents a quantitative study of organizational-level learning with structural equation modeling on Asian and European telecommunications multinational firms operating in Pakistan. The results suggest that a clearly outlined knowledge strategy positively affects firm's knowledge sharing in host country networks. The acquired knowledge leads to effective market intelligence and improvement in firm's process innovation and consequently in its performance. The knowledge sharing positively affects research and development integration of past projects; however, research and development integration of past projects has no significant effects on firm performance. The implication for managers is to accept failures and remove barriers to knowledge sharing that prevent employees from using their expertise, and to encourage and engage them in solution finding.
5. Conclusion and implications
This research studies how knowledge strategy affects knowledge sharing in host country networks. The results suggest that learning and new knowledge acquisition from knowledge sharing in networks adds to firm competence and consequently to its performance. Managers should develop an understanding of how to manage acquired knowledge from host country networks. To do so, the focus should be on three logics of knowledge sharing in practice. The logics are “how to handle knowledge, how to share it, and how to develop it” (Jonsson, 2015, p. 55). Research suggests that firms usually identify knowledge gaps when dealing with quality problems or development of new products or providing solutions to customers (Earl, 2001; Zack, 1999). The strategy of a firm depends on creative flexibility of the human mind. The knowledge environment highly values creativity and innovative competence and rewards those characteristics accordingly. Firms should encourage employees to share ideas and information freely and bring out their creative abilities and innovate. Process innovation interacts with knowledge strategy and knowledge management tools to achieve continuous development in product and service. The experiential knowledge acquired from networks is the driving force in the process of firms' internationalization. This knowledge generates learning, which in turn, leads to the increase in resource commitment (Johanson & Vahlne, 2009). Experiential learning is the process where members not only learn about each other but also about their capabilities and intentions (Vahlne & Johanson, 2013). This research supports the above idea based upon achieved results. The implication of this study is creating awareness of strategic potential of knowledge sharing in daily operations and its role in improving performance. The interpretation of the results must take into account the limitations. Given that the sample only includes telecommunication firms, issues concerning generalizability of the findings to other settings may arise. Future research should study obstacles to knowledge transfer in networks and analyze the interplay between knowledge strategy and knowledge sharing in networks.