Browsing by Author "Michailova, Snejina"
Now showing items 1-18 of 18
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an overviewMichailova, Snejina (København, 1997)[More information][Less information]
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insights from six case studiesMichailova, Snejina; Husted, Kenneth (København, 2001)[More information][Less information]
Abstract: This paper examines knowledge sharing in business environments and cultures that are hostile to knowledge sharing. We focus on knowledge sharing as it relates to individual behavior and management as guiding basically willing individuals. We elaborate the dimensions related to knowledge hoarding, apprehension about failures, and the Not-Invented-Here syndrome by investigating their features in knowledge-sharing hostile environments. Empirically, we explore a context not widely covered by the Western management literature on knowledge sharing: we draw on the examples of six Russian companies, three with and three without Western ownership. In terms of action orientation, we suggest that in knowledge-sharing hostile environments management needs initially to force knowledge sharing in order to transform the hostility into a knowledge embracing culture. We outline concrete guidelines of how to overcome the specific barriers to knowledge sharing. Key words: knowledge sharing, knowledge-sharing hostile environments, Russian companies URI: http://hdl.handle.net/10398/6341 Files in this item: 1
wp102001.pdf (378.1Kb) -
the case of BulgariaMichailova, Snejina; Hollinshead, Graham (København, 1998)[More information][Less information]
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The Importance of Groups and Personal NetworksHutchings, Kate; Michailova, Snejina (København, 2003)[More information][Less information]
Abstract: The unprecedented escalation in the number of organisations that have decided to internationalise their operations in the last two decades, and the international movement of labour that has accompanied such expansion, has meant that understanding the process of knowledge sharing within subsidiary operations has become an issue of increasing importance. Where the cultural distance between home and host nations is great, as it is between Western industrialised economies and the transition economies of the (former) Communist nations, there is even greater saliency for achieving effective knowledge sharing if its potential value for gaining organisational competitive advantage is to be harnessed. In examining knowledge sharing in Russia and China, this paper specifically addresses how group membership and personal networking in these countries facilitate and impede knowledge sharing. Ultimately, the paper provides important insights for Western managers about how to optimise knowledge sharing in their subsidiary operations in Russia and China. Key Words : Knowledge sharing, group membership, personal networking, Russia, China, Western Managers URI: http://hdl.handle.net/10398/7316 Files in this item: 1
facilitating knowledge sharing.pdf (81.26Kb) -
Theoretical Foundations and Research OpportunitiesFoss, Nicolai; Husted, Kenneth; Michailova, Snejina; Pedersen, Torben (København, 2003)[More information][Less information]
Abstract: An under-researched issue in work within the "knowledge movement" is the relation between organizational issues and knowledge processes (i.e., sharing and creating knowledge). We argue that managers can shape formal organization structure and organization forms and can influence the more informal organizational practices in order to foster knowledge sharing and creation. Theoretically, we unfold this argument by relying on key ideas of organizational economics and organizational behaviour studies. We put forward a number of refutable propositions derived from this reasoning. Acknowledgments We are grateful to Anna Grandori for numerous excellent comments on an earlier draft. The standard disclaimer applies. Keywords: Knowledge creation, knowledge sharing, governance, organizational economics, organizational behavior. URI: http://hdl.handle.net/10398/7311 Files in this item: 1
2003-governing knowledge.pdf (196.0Kb) -
Michailova, Snejina; Hutchings, Kate (København, 2003)[More information][Less information]
Abstract: Management researchers have suggested that knowledge sharing has an important role to play in developing competitive advantage for organisations. It could be argued that the need to build advantage is even greater in the transition economies that are increasingly internationally oriented. Yet, it has been suggested that people in transition economies such as Russia and China have a propensity not to share knowledge. We proffer that Russians’ and Chinese’ willingness to share knowledge is highly influenced by group membership. By examining the extent to which group membership influences the processes of knowledge sharing in the Chinese and Russian cultural and institutional environments, we theoretically explore how in-groups and out-groups facilitate and impede knowledge sharing. Key Words: China, In-groups, Knowledge Sharing, Out-groups, Russia URI: http://hdl.handle.net/10398/7289 Files in this item: 1
impact of in-groups.pdf (96.34Kb) -
implications for organizational changeMichailova, Snejina (København, 1997)[More information][Less information]
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A Comparison Between China and RussiaMichailova, Snejina; Hutchings, Kate (København, 2004)[More information][Less information]
Abstract: Much of the knowledge management literature tends to assume a rather universalist understanding of knowledge sharing. Yet, attitudes to knowledge sharing as well as actual knowledge-sharing behaviour depend on conditions that vary across institutional and cultural environments. This paper contributes to the knowledge-sharing literature by specifically discussing the interplay between knowledge-sharing and national cultural factors in the context of transition countries. The paper engages in a comparative examination of two major transition societies, China and Russia, and contributes to understanding the complexity of differences between transition economies. The paper is written as a set of theoretical arguments and propositions that is designed to elucidate more nuanced ways of thinking about knowledge sharing in China and Russia. We argue that in the case of China and Russia, vertical individualism and particularist social relations facilitate knowledge sharing. We also maintain that there are important differences between China and Russia in terms of motivation for knowledge sharing and propose that the differences between the two countries in terms of origins of collectivism and degree of collectivism impact on knowledge sharing in organisations in these two countries. Research and management implications are also outlined. Keywords: China, knowledge sharing, national culture, Russia URI: http://hdl.handle.net/10398/7306 Files in this item: 1
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Gammelgård, Jens; Husted, Kenneth; Michailova, Snejina (København, 2004)[More information][Less information]
Abstract: Abstract Not achieving the anticipated synergy effects in the post-acquisition integration context is a serious cause for the high acquisition failure rate. While existing studies on failures of acquisitions exist from economics, finance, strategy, organization theory, and human resources management, this paper applies insights from the knowledge-sharing literature. The paper establishes a conceptual link between obstacles in the post-acquisition integration processes and individual knowledge-sharing behavior as related to knowledge transmitters and knowledge receivers. We argue that such an angle offers important insights to explaining the high failure rate in acquisitions. Descriptors: post-acquisition integration, acquisition failure, individual knowledge-sharing behavior URI: http://hdl.handle.net/10398/7319 Files in this item: 1
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Gammelgaard, Jens; Husted, Kenneth; Michailova, Snejina (København, 2002)[More information][Less information]
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Opportuniites and Limitations of Knowledge CodificationGupta, Akshey; Michailova, Snejina (København, 2004)[More information][Less information]
Abstract: This paper is a study of the knowledge-sharing difficulties experienced by three departments in a knowledge-intensive firm. The case organization is a global consulting firm that has been on the forefront of knowledge management and has won several knowledge management related international acclaims. Our analysis shows that there are strong disincentives in place for departments to share knowledge. We found that the nature of the businesses of the departments was very different and so were their knowledge requirements and their preferred ways to seek knowledge. Additionally, confidentiality agreements with clients and lack of cross-departmental interaction inhibited knowledge sharing outside departmental boundaries. Contrary to the common belief in the organization, we found that one single IT system could not satisfy the contextspecific knowledge-sharing needs of the different departments. We suggest that some very recent breakthrough technologies could be applied to facilitate cross-departmental knowledge sharing provided they are implemented at the strategic organizational level. URI: http://hdl.handle.net/10398/7314 Files in this item: 1
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Husted, Kenneth; Michailova, Snejina (København, 2000)[More information][Less information]
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the role of disseminative capacityMinbaeva, Dana; Michailova, Snejina (København, 2003)[More information][Less information]
Abstract: There is a limited amount of studies, which investigate how different managerial practices may influence the behavior of knowledge senders in multinational corporations (MNCs). This paper addresses this gap by looking at whether and how certain expatriation practices can enhance a) the ability and b) the willingness of expatriates to transfer the knowledge they possess from the headquarters to the respective subsidiaries. By stepping on two bodies of literature, namely the knowledge transfer literature and the expatriation literature, we suggest that MNCs may enhance the expatriates’ willingness to transfer their knowledge through the employment of long-term expatriation practices. Expatriates’ ability to transfer knowledge may be increased through their involvement in short-term assignments, frequent flyers arrangements and international commuters practices. We test empirically the hypotheses on the basis of data from 92 subsidiaries of Danish MNCs located in 11 countries. Key words: knowledge transfer, MNC, expatriation, dissemination capacity URI: http://hdl.handle.net/10398/7295 Files in this item: 1
knowledge transfer.pdf (66.95Kb) -
a research AgendaMichailova, Snejina; Husted, Kenneth (København, 2002)[More information][Less information]
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towards improved research methodologiesMichailova, Snejina; Liuhto, Kari (København, 1999)[More information][Less information]
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BLAT and GUANXIMichailova, Snejina; Worm, Verner (København, 2002)[More information][Less information]
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problems and challenges faced by western expatriatesMichailova, Snejina (København, 1999)[More information][Less information]
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Bernhard Nielsen, Bo; Michailova, Snejina (København, 2004)[More information][Less information]
Abstract: According to Heinrich v. Pierer, CEO at Siemens, "an e-business year is only three months long. If you want to be a leader in this fast-paced world, you must be faster than the others. Just being on board is by far not enough". The ability to be faster than others, however, is only relevant if it is linked to management of key assets in the pursuit of continuous competitive advantage. The key asset of the present is knowledge and in the future it is likely to be continuous and timely innovation based on effective management of knowledge assets. Most firms today, however, lack an effective Knowledge Management System. Although many companies have Management Information Systems in place, this is only the first step in a knowledge-based company. Companies that understand and actively manage the process of designing, developing and advancing effective KMS’ are likely to, in the words of Heinrich v. Pierer, "e-outperform competition and become leaders of the e-conomy". Using examples from a number of large multinational companies this paper proposes a phase model for the development of a global Knowledge Management System with attention to pertinent policy and management issues in each stage. Keywords: Knowledge management system, phase-model, multinational corporation, management actions URI: http://hdl.handle.net/10398/7304 Files in this item: 1
ckg-wp202004-03.pdf (173.0Kb)
Now showing items 1-18 of 18