It implies both an individual and a shared reflection on the new working processes, on the products and services that a firm delivers, on the understanding of business strategy and, last but not least, on the analysis of the environment. It takes place through R&D activities, learning by doing, team work, strategic alliances, and benchmarking.
Published in Chapter:
A Qualitative Study of Knowledge Management: The Multinational Firm Point of View
Patrocinio Zaragoza-Saez (University of Alicante, Spain), Enrique Claver-Cortes (University of Alicante, Spain), and Diego Quer-Ramon (University of Alicante, Spain)
Copyright: © 2009
|Pages: 19
DOI: 10.4018/978-1-60566-176-6.ch019
Abstract
Knowledge is one of the basic production factors owned by enterprises, and knowledge management is one of the main dynamic capabilities on which enterprises can base their competitive advantages. The creation, transfer, and later use of knowledge have become increasingly important, and multinational corporations (MNCs), being scattered in various places, constitute the appropriate environment to implement knowledge management processes meant to maximize their intellectual assets. This chapter has as its aim to answer three questions: (a) what actions do MNCs undertake in order to set knowledge management processes in motion; (b) what main variables impact on their knowledge creation capability; and (c) what main variables impact on their knowledge transfer capability? A qualitative research work based on a multiple case study has served to achieve that aim, allowing us to carry out an exploratory study of six MNCs which have shown their proactivity in the knowledge management area. The results of the analysis have led to eight propositions which highlight the most relevant variables facilitating the processes for the creation and transfer of knowledge within a MNC.