Moderating Effects of Culture in Transfer of Knowledge


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Moderating Effects of Culture in Transfer of Knowledge

Show simple item record Worm, Verner en_US Xu, Xiaojun en_US Shinha, Jai b.P. en_US 2009-02-04T10:27:09Z 2009-02-04T10:27:09Z 2005-07-01T00:00:00Z en_US
dc.description.abstract By drawing on a selective review of literature, we propose that the culture of Danish multinationals and transnational organizations interface with the Chinese and Indian societal and managerial cultures in order to create hybrid cultures in Danish subsidiaries in P. R. China and India. The hybrid culture moderates the relationships between the forms of knowledge and internationalization of multinationals on one hand and the transfer of knowledge on the other. It is postulated that stable cultural frames of the Danes and Chinese managers, both having stable cultural frame, will require long drawn efforts to overcome the cultural distance and transfer the various forms and levels of knowledge in the initial years of the subsidiaries. On the other hand, Indians’ style of switching their cultural frames will create less entry problems but more recurring problems once Danish multinationals will get going. Once the postulates are empirically validated, potential implications for strategic interventions are briefly discussed. Keywords: Knowledge transfer, culture, MNCs. en_US
dc.format.extent 33 s. en_US
dc.language eng en_US
dc.relation.ispartofseries Copenhagen Discussion Papers;2005-002 en_US
dc.title Moderating Effects of Culture in Transfer of Knowledge en_US
dc.type wp en_US
dc.accessionstatus modt01jul05 miel en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for International Økonomi og Virksomhedsledelse en_US
dc.contributor.departmentshort ARC en_US
dc.contributor.departmentuk Department of International Economics and Management en_US
dc.contributor.departmentukshort IEM en_US
dc.idnumber x656495145 en_US København en_US
dc.publisher.year 2005 en_US
dc.title.subtitle A Case of Danish Multinationals and their Subsidiaries in P.R. China and India en_US

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