Knowledge Management News & Resources

[German title: The International Journal of Human Resource Management, 19 (1), 2008 - interessante Artikel (Translate text to: Deutsch)]

The International Journal of Human Resource Management
Volume 19, Issue 1 January 2008

Determinants of the success of international assignees as knowledge transferors: a theoretical framework p. 1 - 18
Authors: Jaime Bonache; Celia Zárraga-Oberty

• Abstract: Drawing on previous work in the knowledge management literature, this article develops a conceptual framework to analyse the cause and effects of international assignments as a knowledge transfer mechanism. In examining the characteristics of knowledge transferred within multinational companies (MNCs) the use of international assignees is explained and justified. The article also identifies the factors influencing the success of international assignees as knowledge transferors. It is argued that, in addition to the specific characteristics of the knowledge involved, transfer success will be affected by three sets of human-related factors: abilities and motivation of international staff; abilities and motivation of local employees; and the relationship between local and international staff. The article concludes by discussing some management initiatives helping to trigger the human-related factors.
• Keywords: international assignments; knowledge transfer; expatriation; multinational corporation 

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Heed, a missing link between trust, monitoring and performance in knowledge intensive teams p. 19 - 40
Authors: K. Bijlsma-Frankema; Bart de Jong; Gerhard van de Bunt

• Abstract: This longitudinal study aimed to explain performance differences of knowledge intensive project teams. Team level data gathered at three measurement moments were used. Antecedents of performance studied were: trust in team members, trust in supervisors, monitoring by team members and monitoring by supervisors. Heedful interrelating, a concept developed by Weick and Roberts (1993) was expected to mediate between trust in team members, monitoring by team members and team performance. Correlation analysis and structural equation modelling were employed to analyse the data. The results show that heedful interrelating of team members, built on a combination of trust and monitoring by team members and trust in supervisors is an important factor in promoting team performance. 
• Keywords: trust; monitoring; hierarchical relations; lateral relations; heedful interrelating; team performance 

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