Understanding Knowledge Management in the Context of ... - IACCM

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Nov 6, 2013 (3 years and 10 months ago)

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© Marcus Kölling, Anne
-
Katrin Neyer

IACCM 2004, Napels

Understanding Knowledge
Management in the Context of
Multinational Teams


Dr. Marcus Kölling

Mag. Anne
-
Katrin Neyer


IACCM Conference, May 21 and 22, 2004,

Universitá Parthenope, Napels, Italy


© Marcus Kölling, Anne
-
Katrin Neyer

IACCM 2004, Napels






Knowledge










Neither data

nor information


(Staples et al. 2001)

Experiences, values, context information, and

expert insights that reside within the individual

(Davenport and Prusak 1998)

Set of beliefs and commitments that

reflect a particular stance, perspective or

Intention

(
Nonaka and Takeuchi 1995
)

Knowledge: complex, based on culture, subjective

Enrichment of existing knowledge, positive individual reaction

Negative Reaction if information contradicts own knowledge

Dermath, L. (1993)

Motivation to manipulate o
ur knowledge
Dermath, L. (2002)

Knowledge

© Marcus Kölling, Anne
-
Katrin Neyer

IACCM 2004, Napels

Generation

Utilization

Transfer

Intellectual
Capital


Competitive
Advantage

External factors: national culture, market, events in society

Internal Factors: Structure, Strategy, Team

Management Process

Framework of Knowledge Management

Crucial tacit knowledge is embedded in individuals working


in multinational teams

© Marcus Kölling, Anne
-
Katrin Neyer

IACCM 2004, Napels

Knowledge

Management

Team Work


Contextual Factors



Culture


Performance of Organization

Enlarged Model of Knowledge Management

and Team Performance

Learning Process

© Marcus Kölling, Anne
-
Katrin Neyer

IACCM 2004, Napels

Knowledge

Generation

Knowledge

Management


Knowledge
Transfer

Knowledge

Utilization

Personality System
:

Need Dispositions, Interests, Personality Traits
(openness and tolerance)


Internalisation

Social System

Intercultural Conflicts

Personality Systems

Need Dispositions

Cultural System

Values: Implicit human and
social knowledge is based
on values

Social System

Context Factors

Intercultural
Conflicts/Misconceptions

Interaction of personality
systems (employees) in the
social system (organization and
team)

Socialisation

Externalisation

Conflicts


Multinational Knowledge Management

© Marcus Kölling, Anne
-
Katrin Neyer

IACCM 2004, Napels

Norms of Behavior in A

Knowledge of rules

Universal
Values A

Individual A

Power
and
Interest

Personality

Traits

Perception


Individual B

Power
and
Interest

Personality

Traits

Individual C

Power
and
Interest

Personality

Traits

Norms of Behavior in B

Knowledge of rules

Universal
Values B

Norms of Behavior in C

Knowledge of rules

Universal
Values C

Team

Norms

Multinational Team Work

© Marcus Kölling, Anne
-
Katrin Neyer

IACCM 2004, Napels

Knowledge

Management

Team Work


Contextual Factors



Culture


Performance of Organization

Enlarged Model of Knowledge Management

and Team Performance

Learning Process

© Marcus Kölling, Anne
-
Katrin Neyer

IACCM 2004, Napels

Managerial Implications for Succesful

Knowledge Management in Multinational Teams

Knowledge
Generation


Human Resource
Management


Type of organization

Task of position

Location of assignment



Foreign Direct Investment


Knowledge
Utilization Process


Power and Interests on
an organizational level,
team level and individual
level


The role of Trust


“New ways of working“ in
an organization


Knowledge Transfer



Succesful socialization
process among team
members


Team Norms