Managerial Facilitation of Innovative Knowledge Transfer and Acquisition in a Foreign Subsidiary in New Zealand: Addressing Organizational Cultural, Behavioral, and Technological Challenges
type: CreativeWork
description: The aim of the research was to investigate the synergistic mechanism managers and employees deploy in leader-follower relationships and to facilitate innovative knowledge transfer and acquisition in a foreign subsidiary in New Zealand. Using a service industry subsidiary as a case study, 15 participants, including senior managers, supervisors, and non-managerial employees, were interviewed. The research identified the organizational cultural dynamics, people behaviors, and technological factors that can facilitate or impede innovative knowledge transfer in the service industry. The extant literature on knowledge transfer and acquisition was reviewed to establish what is already known and what requires further study in relation to knowledge transfer and acquisition using the context of a foreign subsidiary as the setting for this examination. Using the leader-member exchange (LMX), and transformational and transactional leadership theories, the study considered the management and leadership styles that subsidiary managers employ to respond to and assist employees in facilitating the adaptation of innovative knowledge from the parent firm, as well as locally generated knowledge to a local context. The key findings are consistent with the current literature on innovative knowledge transfer and acquisition. The study reveals that knowledge transfer is best facilitated in a decentralized organizational culture that fosters open, vertical, and horizontal communication, along with active learning, collaboration, and supportive and motivating leadership. Moreover, training, employees? willingness to learn, and participative leadership grounded in trust and high-exchange qualities in the leader-follower relationships play a central role in knowledge transfer and acquisition. Furthermore, the study found that information technology (IT) greatly facilitates the learning process in the storage, retrieval, dissemination, and communication of the knowledge being transmitted but d…
abstract: The aim of the research was to investigate the synergistic mechanism managers and employees deploy in leader-follower relationships and to facilitate innovative knowledge transfer and acquisition in a foreign subsidiary in New Zealand. Using a service industry subsidiary as a case study, 15 participants, including senior managers, supervisors, and non-managerial employees, were interviewed. The research identified the organizational cultural dynamics, people behaviors, and technological factors that can facilitate or impede innovative knowledge transfer in the service industry. The extant literature on knowledge transfer and acquisition was reviewed to establish what is already known and what requires further study in relation to knowledge transfer and acquisition using the context of a foreign subsidiary as the setting for this examination. Using the leader-member exchange (LMX), and transformational and transactional leadership theories, the study considered the management and leadership styles that subsidiary managers employ to respond to and assist employees in facilitating the adaptation of innovative knowledge from the parent firm, as well as locally generated knowledge to a local context. The key findings are consistent with the current literature on innovative knowledge transfer and acquisition. The study reveals that knowledge transfer is best facilitated in a decentralized organizational culture that fosters open, vertical, and horizontal communication, along with active learning, collaboration, and supportive and motivating leadership. Moreover, training, employees? willingness to learn, and participative leadership grounded in trust and high-exchange qualities in the leader-follower relationships play a central role in knowledge transfer and acquisition. Furthermore, the study found that information technology (IT) greatly facilitates the learning process in the storage, retrieval, dissemination, and communication of the knowledge being transmitted but d…
author: Uwaci, Jospin
keywords: Foreign subsidiary in New Zealand, Organizational culture, Parent firm and subsidiary knowledge transfer, Tacit and explicit knowledge transfer, Barriers to innovative knowledge transfer, Facilitators of innovative knowledge transfer, Employees' behaviors and knowledge transfer, The use of IT in Knowledge transfer, Innovative knowledge transfer, Managerial facilitation of innovative knowledge transfer
date published: 2016
date modified: 2026-07-27T18:45:47Z
provider: AUT University
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: AUT University