Globalisation makes our world appear smaller: it is easier to
connect, communicate and do business with people all over the
world. But cultural differences remain and challenge globalized
knowledge communication and transfer. This book examines
cross-cultural management within multinational enterprises (MNEs),
focusing in particular on how cultural differences influence the
transfer of knowledge between different units within individual
corporations. Based on detailed empirical analysis of 267 companies
in Germany and Japan, it considers the relative effectiveness of
inter-cultural and intra-cultural knowledge transfer; identifies
the factors that inhibit or facilitate successful knowledge
transfer; and suggests how management processes of MNEs can be
improved. It demonstrates that although cultural differences do not
necessarily influence the selection and transmission of knowledge
overseas, they do have a strong impact on how that knowledge is
received, integrated and put into practice locally. The book shows
how knowledge is accepted differently in Europe and Asia and which
factors have the strongest impact on efficient knowledge transfer.
It suggests that to improve cross-cultural management MNEs should
focus less on upgrading the technology that allows knowledge
transfer, and more on the capabilities and beliefs of individual
employees.
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