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Contextualizing AMO explanations of knowledge sharing in MNEs: the role of organizational and national culture

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Contextualizing AMO explanations of knowledge sharing in MNEs: the role of organizational and national culture

dc.contributor.author	Gooderham, Paul
dc.contributor.author	Pedersen, Torben
dc.contributor.author	Madsen Sandvik, Alexander
dc.contributor.author	Dasí Coscollar, Maria dels Àngels
dc.contributor.author	Elter, Frank
dc.contributor.author	Hildrum, Jarle
dc.date.accessioned	2023-07-06T07:13:08Z
dc.date.available	2023-07-07T04:45:06Z
dc.date.issued	2022	es_ES
dc.identifier.citation	Gooderham, P.N., Pedersen, T., Sandvik, A.M. et al. Contextualizing AMO Explanations of Knowledge Sharing in MNEs: The Role of Organizational and National Culture. Manag Int Rev 62, 859–884 (2022)	es_ES
dc.identifier.uri	https://hdl.handle.net/10550/88649
dc.description.abstract	Ability, motivation, and opportunity (AMO) approaches have dominated stud ies of knowledge sharing in multinational enterprises (MNEs). We argue that there is a need to consider both the national and organizational cultural contexts. Beyond their direct infuence on knowledge sharing with colleagues in other busi ness units (BUs), national and organizational culture signifcantly reinforce the positive relation between individual motivation and knowledge sharing. Thus, our multi-level approach to knowledge sharing in MNEs gives rise to a contextualized AMO approach that provides a novel and more potent understanding of variations in knowledge sharing. At the individual level, our approach includes the degree of ability in the sense of professional competence, intrinsic motivation, and oppor tunities to interact with colleagues in other BUs. At the organizational and coun try levels, we examine the direct and indirect efects of a collaborative culture on knowledge sharing. We employ data from an MNE that operates across a variety of regions, including the Nordic countries, Central and Eastern Europe, and Southeast Asia. The sample consists of 11,484 individuals nested in 1235 departments in 11 countries. As well as confrming the signifcance of individual competence, intrin sic motivation, and opportunities for interaction for knowledge sharing, our fndings reveal that both organizational culture and national culture are important factors for our understanding of knowledge sharing. This suggests that over and above recruit ing intrinsically motivated employees, managers can enhance knowledge sharing by developing collaborative organizational cultures at the departmental level.	es_ES
dc.language.iso	en	es_ES
dc.publisher	Springer Link	es_ES
dc.subject	contextualized AMO	es_ES
dc.subject	knowledge sharing	es_ES
dc.subject	multi-level	es_ES
dc.subject	intrinsic motivation	es_ES
dc.subject	collaborative organizational culture	es_ES
dc.subject	collaborative national culture	es_ES
dc.title	Contextualizing AMO explanations of knowledge sharing in MNEs: the role of organizational and national culture	es_ES
dc.type	journal article	es_ES
dc.subject.unesco	UNESCO::CIENCIAS ECONÓMICAS	es_ES
dc.identifier.doi	10.1007/s11575-022-00483-0	es_ES
dc.accrualmethod	S	es_ES
dc.embargo.terms	0 days	es_ES
dc.type.hasVersion	VoR	es_ES
dc.rights.accessRights	open access	es_ES