The headquarters' strategy on personnel movement mechanism and knowleage transfer effectivenss : an empirical study in Thailand | |
| Author | Surapong Boonyarith |
| Call Number | AIT Diss. no.SM-12-05 |
| Subject(s) | Knowledge management--Thailand Personnel management--Thailand |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Management of Technology |
| Publisher | Asian Institute of Technology |
| Abstract | Knowledge transfer is just as problematic in characteristics as that of knowledge itself. It is ex pensive in sending expatriate to other country locations as knowledge hard to transfer . The ability to transfer knowledge effectively is critical issues of organizational competitiveness and survival particularly among MNC subsidiaries. In this study, the kno wledge transfer is defined as relationship between the source and recipient in problematic transfer process which involvement by headquarters' strategy and is hypothesized to have an influence on mechanism of knowledge transfer via personnel movement. T he process is also hypothesized to be enhanced by HRM practices in subsidiary recipient through creating capabilities to develop and manage knowledge workers to effectively obtain, organiz e and apply new knowledge . This paper asserts that personnel movemen t mechanism (PMM) could decrease the complexity experienced by knowledge transferors and enable them to economize and maximize their value on knowledge transfer effectiveness. This mechanism (PMM) allows the mapping between the kinds of knowledge to be tra nsferred and different forms of individuals or groups as knowledge carrier. In particular, by aligning to the headquarters’ strategy, the patterns of personnel movement in which individuals or team are involved will improve knowledge transfer that fit org anizational objectives. This empirical study is based on primary data collected using mailed questionnaire surveys of 600 MNC subsidiaries in Thailand during February 2 nd – March 27 th , 2007 and February 17 th - March 31 st , 2009 . A total of 83 completed and usable questionnaires were returned making a response rate of 14 %. Overall, there are two main findings in this study. First, HQs’ strategy plays a critical role for control and coordination in crucial and practical knowledge transfer through the design patterns of firm’s global ly mobile knowledge employees. Second , it does so through the mediating HRM practices in creating capabilities of those employees, the collaboration and interaction with globally mobile employees enhances the creation of new knowle dge effectiveness. |
| Year | 2012 |
| Type | Dissertation |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Sununta Siengthai |
| Examination Committee(s) | Afzulpurkar, Nitin V.;Igel, Barbara; |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2012 |