Boundary Spanners and Intra-MNC Knowledge Sharing: The Roles of Controlled Motivation and Immediate Organizational Context

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    Research summary: We examine the conditions under which boundary spanners positively contribute to intra-MNC knowledge sharing. Specifically, we argue that the knowledge-sharing behavior of boundary spanners should not be taken for granted, as it is affected by the individual's motivation to share knowledge and is contingent upon the immediate organizational context in which the individual is located. An analysis of data covering 482 individuals located in different business units of a Danish MNC confirms our arguments.
    Managerial summary: Boundary spanners are employees who act as knowledge intermediaries between many individuals from within and outside their organizations. They are well connected internally and externally and share knowledge across MNC units to a greater extent than non-boundary spanners. However, their contribution to knowledge sharing should not be taken for granted as it depends on their motivation and their immediate context.
    Original languageEnglish
    JournalGlobal Strategy Journal
    Volume8
    Issue number2
    Pages (from-to)220-241
    Number of pages22
    ISSN2042-5791
    DOIs
    Publication statusPublished - May 2018

    Bibliographical note

    Published online: 22. September 2017

    Keywords

    • Boundary spanners
    • Controlled motivations
    • Intra-MNC knowledge sharing
    • Knowledge hub units

    Cite this

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    abstract = "Research summary: We examine the conditions under which boundary spanners positively contribute to intra-MNC knowledge sharing. Specifically, we argue that the knowledge-sharing behavior of boundary spanners should not be taken for granted, as it is affected by the individual's motivation to share knowledge and is contingent upon the immediate organizational context in which the individual is located. An analysis of data covering 482 individuals located in different business units of a Danish MNC confirms our arguments.Managerial summary: Boundary spanners are employees who act as knowledge intermediaries between many individuals from within and outside their organizations. They are well connected internally and externally and share knowledge across MNC units to a greater extent than non-boundary spanners. However, their contribution to knowledge sharing should not be taken for granted as it depends on their motivation and their immediate context.",
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    Boundary Spanners and Intra-MNC Knowledge Sharing : The Roles of Controlled Motivation and Immediate Organizational Context. / Minbaeva, Dana; Santangelo, Grazia D.

    In: Global Strategy Journal, Vol. 8, No. 2, 05.2018, p. 220-241.

    Research output: Contribution to journalJournal articleResearchpeer-review

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    N2 - Research summary: We examine the conditions under which boundary spanners positively contribute to intra-MNC knowledge sharing. Specifically, we argue that the knowledge-sharing behavior of boundary spanners should not be taken for granted, as it is affected by the individual's motivation to share knowledge and is contingent upon the immediate organizational context in which the individual is located. An analysis of data covering 482 individuals located in different business units of a Danish MNC confirms our arguments.Managerial summary: Boundary spanners are employees who act as knowledge intermediaries between many individuals from within and outside their organizations. They are well connected internally and externally and share knowledge across MNC units to a greater extent than non-boundary spanners. However, their contribution to knowledge sharing should not be taken for granted as it depends on their motivation and their immediate context.

    AB - Research summary: We examine the conditions under which boundary spanners positively contribute to intra-MNC knowledge sharing. Specifically, we argue that the knowledge-sharing behavior of boundary spanners should not be taken for granted, as it is affected by the individual's motivation to share knowledge and is contingent upon the immediate organizational context in which the individual is located. An analysis of data covering 482 individuals located in different business units of a Danish MNC confirms our arguments.Managerial summary: Boundary spanners are employees who act as knowledge intermediaries between many individuals from within and outside their organizations. They are well connected internally and externally and share knowledge across MNC units to a greater extent than non-boundary spanners. However, their contribution to knowledge sharing should not be taken for granted as it depends on their motivation and their immediate context.

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