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dc.contributor.authorŠtrach, Pavelen_NZ
dc.contributor.authorEverett, André Men_NZ
dc.date.available2011-04-07T03:11:46Z
dc.date.copyright2006-01en_NZ
dc.identifier.citationŠtrach, P., & Everett, A. M. (2006). Knowledge transfer within Japanese multinationals: building a theory. Journal of Knowledge Management, 10(1), 55–68. doi:10.1108/13673270610650102en
dc.identifier.issn1367-3270en_NZ
dc.identifier.urihttp://hdl.handle.net/10523/1241
dc.descriptionThis is a post-print of the paper (i.e., final draft post-refereeing) published in the 'Journal of Knowledge Management'. Please refer to the publisher's web site for the final published version.en_NZ
dc.description.abstractPurpose – The purpose of this research is to explore the theoretical underpinnings of knowledge transfer within Japanese multinationals. To that end, a conceptual model of knowledge transfer within Japanese multinational companies and their overseas affiliates is proposed. Design/methodology/approach – In the first part, theoretical models of knowledge transfer within multinationals in general are explored through a literature review. Next, related knowledge management practices utilized by Japanese companies, specifically in their overseas subsidiaries, are introduced. The third section develops a conceptual model proposing how knowledge is disseminated within Japanese multinationals. The discussion is based on the assumption that Japanese firms consciously apply the same knowledge management methods abroad as at home only to the extent to which they consider them appropriate for transplanting into a foreign environment. Findings – Distillation of prior research has led to the conceptual model proposed here. This general model incorporates two principal dimensions (facilitating factors and knowledge flows). An examination of Japanese managerial practices in light of these dimensions illuminates the relationships between some recognized typically Japanese traditions and their implications for knowledge transfer approaches and activities. Originality/value – The intention of this paper is to provide insights useful to practitioners as well as academic researchers. Non-Japanese firms can further their understanding of the motivations and rationale behind Japanese practices, while Japanese companies may apply some of the reasoning to their decisions regarding which of their practices, methods, and knowledge to transfer abroad and by what means. The paper concludes with suggestions for further research.en_NZ
dc.format.mimetypeapplication/pdf
dc.relation.ispartofJournal of Knowledge Managementen_NZ
dc.relation.urihttp://www.emeraldinsight.com/10.1108/13673270610650102en_NZ
dc.subjectknowledge transferen_NZ
dc.subjectmultinational companiesen_NZ
dc.subjectJapanen_NZ
dc.subject.lcshHF Commerceen_NZ
dc.subject.lcshHF5601 Accountingen_NZ
dc.titleKnowledge transfer within Japanese multinationals: building a theoryen_NZ
dc.typeJournal Articleen_NZ
dc.description.versionPublisheden_NZ
otago.date.accession2006-03-13en_NZ
otago.relation.issue1en_NZ
otago.relation.pages55-68en_NZ
otago.relation.volume10en_NZ
dc.identifier.doi10.1108/13673270610650102en_NZ
otago.openaccessOpen
dc.identifier.eprints276en_NZ
dc.description.refereedPeer Revieweden_NZ
otago.school.eprintsManagementen_NZ
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