Leyland M. Lucas

The Role of Culture on Knowledge Transfer: The Case of the Multinational Corporation.

Purpose – This paper aims to look at the issue of cultures role in knowledge transfer within multinational corporations (MNCs). Studies of MNCs have hinted at the importance of culture to the performance of subsidiaries. Using Hofstedes cultural dimensions of power distance, individualism/collectivism, uncertainty avoidance, and masculinity/femininity, it is argued that the location of subsidiaries along each of these cultural dimensions will significantly impact the possibility of knowledge transfer occurring between subsidiaries.Design/methodology/approach – The objectives were achieved by providing additional insights into the complex nature of knowledge transfer efforts in MNCs. To do so, a discussion of the challenges associated with the dimensions of culture is presented. These challenges are further complicated by the degree to which the home office is involved in the strategic decision‐making process surrounding inter‐subsidiary knowledge transfers.Findings – The paper suggests that managers sho...

Things are not always what they seem: How reputations, culture, and incentives influence knowledge transfer

Purpose – The purpose of this paper is to illuminate the question ”given all that we know about knowledge transfer in organizations, why do problems persist?” This is achieved by examining the challenges confronting organizations in developing an effective knowledge transfer strategy.Design/methodology/approach – A questionnaire was administered to a Fortune 500 company actively engaged in pursuing a knowledge management strategy that emphasizes intra‐organizational knowledge transfer. Data were analyzed using a hierarchical regression to assess the relative importance of reputation, culture, and incentives to organizational efforts at knowledge transfer.Findings – It was found that culture and reputation have significant positive effects on knowledge transfer. However, the study found no support for the role of incentives. The findings lend credence to the notion that knowledge transfer is a social activity in which employees must willingly engage and is one that cannot be incentivized.Research limitatio...

The role of teams, culture, and capacity in the transfer of organizational practices

– Transferring organizational practices requires an understanding not only of what is being transferred but also of what is needed to ensure that the transfer is successful. In line with this thinking, the purpose of this study is to examine three factors that are crucial parts of this mechanism: use of teams, culture, and capacity., – The study uses a quantitative approach of a Fortune 500 company involved in energy supply. Data are gathered using survey methodology with items drawn from previous research. Hierarchical ordinary least squares are the methodology employed to analyze the data., – The study highlights how using teams, employing a collaborative culture, and possessing capacity after accounting for the control variables affected the knowledge transfer process and provides some insights into ways in which the process can be better managed., – Using this framework, it becomes problematic to separate individual and collective learning., – The paper reinforces the idea that building a collaborative environment in which sharing and seeing knowledge as an organizational asset are essential to success., – The study reinforces the notion that individuals are being asked to make a major change in their approach to the management of knowledge: rather than as an individual asset to be exploited, it should be seen as an organizational asset. This requires that employees change the way they do things. Furthermore, knowledge is not an asset that can be easily discarded and replaced. As a consequence, organizations need to recognize that knowledge management can only be successful if a collaborative environment is created and the organization builds on what it already knows.

Not Just Domestic Engineers: An Exploratory Study of Homemaker Entrepreneurs

There are millions of homemakers in the United States, but there is scant research on the entrepreneurial activities of this important segment of the population. Using data collected through the Panel Study of Entrepreneurial Dynamics (PSED), this article explores and discusses the significant differences between full–time homemakers who intend to start businesses and a comparison group of non–homemakers who intend to start businesses. In addition to providing a revealing look at this subset of future entrepreneurs, this study illustrates the power of the PSED to allow exploration of unique entrepreneur groups. Following our data analyses, we discuss implications and future research directions to better understand this unique subset of entrepreneurial individuals who are pursuing new ventures.

The evolution of organizations and the development of appropriate knowledge structures

Purpose – Beginning from the premise that organizations go through different stages of development and that different types of knowledge exist, this paper seeks to explore the extent to which organizations need to place greater emphasis on ensuring adequate and relevant access to knowledge, while protecting it from unwarranted dissemination. Design/methodology/approach – Using a stage of development framework, a conceptual argument is presented. It is suggested that, while significant attention is paid to knowledge management in organizations, of even greater importance is the need to develop systems and structures to support access, while protecting it from unwarranted dissemination and possible loss of critical capabilities and competencies. Findings – The paper suggests that there is no single knowledge structure that is appropriate. Instead, organizations must develop different knowledge structures depending on the stage of the organization’s development and the type of knowledge under consideration. In so doing, all efforts must be made to facilitate access to knowledge by those who require it but also to recognize that systems must be employed to prevent unwarranted access. Such unwarranted access may erode competencies and capabilities critical to organizational success. Originality/value – The ideas reinforce the need for organizations to better understand what knowledge they possess and the need to balance requirements for access and control.

Capital Accessibility, Gender, and Ethnicity: The Case of Minority Women-Owned Firms

Minority women continue to make significant gains in economic activity, particularly as entrepreneurs through the creation of small businesses. Despite this increased role in small business activity and an admirable rate of success, minority women-owned businesses continue to experience problems in acquiring capital. This difficulty, which some have attributed to discriminatory practices, forces a large number of these businesses to rely on governmental support programs for assistance in meeting their capital needs. Building on the idea that things are not as simple as commonly presented, a case is made that access to capital for women-owned businesses is affected by a number of other factors tied to the inability to join important networks.

The role of teams, reputations and culture in effecting knowledge transfer

This article examines the relationship between teams, reputation and culture in knowledge transfer. It is argued that knowledge transfer, at its core, is highly dependent upon individual attitudes and can neither be mandated nor incentivised. Given the need to focus on individual attitudes, we must pay very close attention to their evolution, and what factors are at work, and how they impact knowledge transfer. We contend that insight into these matters can be gleaned through the factors we examine here. Our tests find strong support for these hypotheses within the sample studied and suggest that these factors help to explain why certain patterns of knowledge transfer have emerged.

Principles before profits: An interview with S. Truett Cathy

Recent attention has been given to organizations that claim to run on faith-based principles. Activities such as at work bible study groups, charitable giving, and the individual practices of the owners are often the focus of such discussions. In such discussions little attention has been paid to those who not only hold strong religious views, but have chosen to put those views into practice‐even when it may not appear to make good business sense. Since 1946, S. Truett Cathy, founder and chairman of Chick-fil-A Inc., has run his enterprises based on his understanding of Christian principles. Starting with his first restaurant, the “Dwarf Grill,” which he opened with his brother Ben in 1946, continuing when he opened the first “Chick-fil-A” in 1967, and even as he finished the remodeling of the companies headquarters in 1997, S. Truett says he tries “to glorify God by being a faithful steward of all that is entrusted to us and to have a positive influence on other people. . . .” In fact, this purpose is engraved in a bronze plaque that rests at the entrance to Chick-fil-A’s corporate headquarters in Atlanta, Georgia. In practice, this purpose has lead S.Truett to never have his businesses open on Sunday, a time in the quick service industry that normally generates 20 percent of revenue. It has caused him to shut down another restaurant venture, Markos in Florida, rather than serve alcohol, which most patrons wanted. Despite his staunch adherent to principles that seem to run counter to “good business sense,” S.Truett Cathy has built a successful, privately held organization that operates in 38 states, has more than 1,300 franchisees, and generates over

The evolution of organisations' search strategies for knowledge

2 billion a year in revenue. In the following interview, S.Truett offers his perspective on why focusing on principles is more important than focusing on profits and what he thinks it takes to succeed in business and in life.