TY - JOUR
T1 - Organizational values and knowledge sharing in multinational corporations
T2 - The Danisco case
AU - Michailova, Snejina
AU - Minbaeva, Dana B.
PY - 2012/2
Y1 - 2012/2
N2 - While the existing knowledge sharing literature, in general, emphasizes the link between organizational culture and knowledge sharing, it remains rather ambiguous about how certain components of the former may shape the latter. This issue is especially relevant to multinational corporations (MNCs), which typically consist of multiple organizational (sub)cultures and whose existence depends, to a great extent, on sharing knowledge across borders. The present study examines the influence of one key component of organizational culture - organizational values - on knowledge sharing. From 2003 to 2007, we studied Danisco, a Danish MNC, to examine the processes of espousement, enactment and internalization of a core organizational value - dialogue. In particular, we studied how these processes influence knowledge sharing behavior among employees. We collected original empirical data using content analysis and a questionnaire-based survey among 219 managers and employees in 11 countries in four continents. We argue that knowledge sharing behavior is not influenced by organizational values per se but by the degree of their internalization by organizational members.
AB - While the existing knowledge sharing literature, in general, emphasizes the link between organizational culture and knowledge sharing, it remains rather ambiguous about how certain components of the former may shape the latter. This issue is especially relevant to multinational corporations (MNCs), which typically consist of multiple organizational (sub)cultures and whose existence depends, to a great extent, on sharing knowledge across borders. The present study examines the influence of one key component of organizational culture - organizational values - on knowledge sharing. From 2003 to 2007, we studied Danisco, a Danish MNC, to examine the processes of espousement, enactment and internalization of a core organizational value - dialogue. In particular, we studied how these processes influence knowledge sharing behavior among employees. We collected original empirical data using content analysis and a questionnaire-based survey among 219 managers and employees in 11 countries in four continents. We argue that knowledge sharing behavior is not influenced by organizational values per se but by the degree of their internalization by organizational members.
KW - Dialogue
KW - Knowledge sharing
KW - MNC
KW - Organizational values
KW - Value enactment
KW - Value esposement
KW - Value internalization
UR - http://www.scopus.com/inward/record.url?scp=84855240042&partnerID=8YFLogxK
U2 - 10.1016/j.ibusrev.2010.11.006
DO - 10.1016/j.ibusrev.2010.11.006
M3 - Article
AN - SCOPUS:84855240042
SN - 0969-5931
VL - 21
SP - 59
EP - 70
JO - International Business Review
JF - International Business Review
IS - 1
ER -