The Pursuit of Transnational Capabilities in Multinational Business Management
(2022) BUSN09 20221Department of Business Administration
- Abstract
- The increasingly volatile, uncertain, and complex business landscape in which contemporary global corporations operate presents challenges to management and specifically for leaders of dispersed virtual teams. To cope with unreliable external circumstances, modern multinationals operate under imperatives to develop new forms of transnational capabilities, by mobilizing knowledge resources across global organizational structures to seize local opportunities. Knowledge sharing processes as a way to mobilize knowledge in dispersed organizations may be established through coordination mechanisms adopted by leaders as a tool to support knowledge streams. However, several important social factors are overlooked in the theoretical framework... (More)
- The increasingly volatile, uncertain, and complex business landscape in which contemporary global corporations operate presents challenges to management and specifically for leaders of dispersed virtual teams. To cope with unreliable external circumstances, modern multinationals operate under imperatives to develop new forms of transnational capabilities, by mobilizing knowledge resources across global organizational structures to seize local opportunities. Knowledge sharing processes as a way to mobilize knowledge in dispersed organizations may be established through coordination mechanisms adopted by leaders as a tool to support knowledge streams. However, several important social factors are overlooked in the theoretical framework saturating throughout the case study. A knowledge gap remains in how supporting knowledge sharing can leverage a modern account of transnational capabilities, when mobilizing knowledge resources in a dispersed organization. Therefore, the purpose of this paper is to explore knowledge sharing in a globally dispersed suborganization of a multinational corporation, and contribute to the understanding of how knowledge sharing can leverage transnational capabilities. To investigate this, a qualitative multi-methodological case study approach comprising 14 semi-structured interviews, text analysis, and observations was adopted. The empirical analysis indicates that managers support knowledge sharing through formal and informal activities. The findings of this paper ultimately adds to the literature of the comprehensive role of managers in supporting knowledge sharing, shedding particular light on the leaders’ informal and social function in globally dispersed organizations. Moreover, the research adds to the understanding of how this support can contribute to mobilizing knowledge resources through increasing organizational interdependence and visualization of knowledge sharing opportunities. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9088103
- author
- Lindfors, Anton LU and Westerberg, Agnes LU
- supervisor
-
- Ulf Ramberg LU
- organization
- alternative title
- A qualitative case study of how knowledge sharing supports transnationality in a multinational organization
- course
- BUSN09 20221
- year
- 2022
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Knowledge sharing, Knowledge management, Transnational capabilities, Multinational Virtual teams, Global organization, Dispersed teams
- language
- English
- id
- 9088103
- date added to LUP
- 2022-07-01 15:33:40
- date last changed
- 2022-07-01 15:33:40
@misc{9088103,
abstract = {{The increasingly volatile, uncertain, and complex business landscape in which contemporary global corporations operate presents challenges to management and specifically for leaders of dispersed virtual teams. To cope with unreliable external circumstances, modern multinationals operate under imperatives to develop new forms of transnational capabilities, by mobilizing knowledge resources across global organizational structures to seize local opportunities. Knowledge sharing processes as a way to mobilize knowledge in dispersed organizations may be established through coordination mechanisms adopted by leaders as a tool to support knowledge streams. However, several important social factors are overlooked in the theoretical framework saturating throughout the case study. A knowledge gap remains in how supporting knowledge sharing can leverage a modern account of transnational capabilities, when mobilizing knowledge resources in a dispersed organization. Therefore, the purpose of this paper is to explore knowledge sharing in a globally dispersed suborganization of a multinational corporation, and contribute to the understanding of how knowledge sharing can leverage transnational capabilities. To investigate this, a qualitative multi-methodological case study approach comprising 14 semi-structured interviews, text analysis, and observations was adopted. The empirical analysis indicates that managers support knowledge sharing through formal and informal activities. The findings of this paper ultimately adds to the literature of the comprehensive role of managers in supporting knowledge sharing, shedding particular light on the leaders’ informal and social function in globally dispersed organizations. Moreover, the research adds to the understanding of how this support can contribute to mobilizing knowledge resources through increasing organizational interdependence and visualization of knowledge sharing opportunities.}},
author = {{Lindfors, Anton and Westerberg, Agnes}},
language = {{eng}},
note = {{Student Paper}},
title = {{The Pursuit of Transnational Capabilities in Multinational Business Management}},
year = {{2022}},
}