Knowledge sharing in the context of mentoring

Abstract

The research examines individual level horizontal knowledge sharing across MNC subsidiaries taking place in the context of mentoring. The aim is to look beyond traditional career related outcomes associated with mentoring and explore how it affects ability, motivation and opportunity to share knowledge. The theoretical review is guided by the knowledge governance approach and factors affecting knowledge sharing are discussed with the help of the AMO- framework.

The research is a qualitative case study of a MNC’s international business unit. Data was collected by conducting structured theme interviews. The empirical part of the research is based on the integrative framework derived from existing scientific literature on the research topic. The data was first analyzed to form a comprehensive picture about the current state of knowledge sharing in the business unit. Then, knowledge sharing in the context of mentoring was taken under closer examination. In the end, factors affecting an individual’s motivation, opportunity and ability to share knowledge within and outside the mentoring relationship were compared with each other for conclusions to be drawn.

The findings suggest that knowledge sharing at the local level is mostly affected by a siloing effect arising from internal competition and an entrepreneurial organizational culture, whereas cross-border sharing is still in its infancy and is characterized by lack of structures. Mentoring can be considered as a commitment-based knowledge governance mechanism, which improves individuals’ motivation, opportunity and ability to share knowledge by transcending barriers otherwise present in the business unit. Nevertheless, perceived organizational commitment, prior mentoring experience and a wide work related experience gap were shown to have a negative effect on knowledge sharing, even in the context of mentoring.