The relationship between organization culture and knowledge sharing in a born global firm
Boey, Anita (2011)
Kuvaus
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Tiivistelmä
Knowledge sharing and its stickiness have been studied extensively over the last decade in the context of traditional MNCs. However, minimal research focuses on the organizational culture of Born Global firms and its relationship with knowledge sharing. Knowledge sharing is very much influenced by organizational culture because it is through organizational culture that shapes employees to achieve desired organizational goals, such as increased internal knowledge sharing. The AMO framework (Ability, Motivation & Opportunity) is used to draw the link between knowledge sharing and organizational culture. In addition, the role of the CEO was studied to better understand the influence of the CEO in motivating (or inhibiting) subordinates to share knowledge.
The research had two main research questions; the first research question looks at the extent to which organizational culture represents a barrier or enhancer to effective knowledge sharing within the born global firm. Secondly, research question 2 aims to investigate the role of the CEO in knowledge sharing.
To complete this research, a qualitative in-depth case study was conducted on one Finnish Born Global firm. Interviewees were from its two headquarters located in two Finnish cities. Seven semi-structured interviews were carried out to complete this embedded case study.
Organizational culture of the born global firm was in fact an enabler of knowledge sharing, contrary to findings of previous studies done on traditional MNCs. One key component of organizational culture emerged in this research – the flat organizational structure of the Born Gobal firm was shown to be most influential in enhancing knowledge sharing within headquarters and its foreign subsidiaries. In addition to having a flat organizational structure, the born global firm was relatively small and agile which allowed them to work fast and have direct communication with others within the firm. With shared work goals and a common understanding of the company’s visions, knowledge was shared effectively in this born global firm. The CEO of the born global firm works professionally and his openness eases knowledge sharing amongst his subordinates.
The research had two main research questions; the first research question looks at the extent to which organizational culture represents a barrier or enhancer to effective knowledge sharing within the born global firm. Secondly, research question 2 aims to investigate the role of the CEO in knowledge sharing.
To complete this research, a qualitative in-depth case study was conducted on one Finnish Born Global firm. Interviewees were from its two headquarters located in two Finnish cities. Seven semi-structured interviews were carried out to complete this embedded case study.
Organizational culture of the born global firm was in fact an enabler of knowledge sharing, contrary to findings of previous studies done on traditional MNCs. One key component of organizational culture emerged in this research – the flat organizational structure of the Born Gobal firm was shown to be most influential in enhancing knowledge sharing within headquarters and its foreign subsidiaries. In addition to having a flat organizational structure, the born global firm was relatively small and agile which allowed them to work fast and have direct communication with others within the firm. With shared work goals and a common understanding of the company’s visions, knowledge was shared effectively in this born global firm. The CEO of the born global firm works professionally and his openness eases knowledge sharing amongst his subordinates.