Knowledge Sharing Culture in Multinational Corporations

Abstract

Purpose: The study sought to examine knowledge sharing culture in multinational corporations.

Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library.

Findings: The findings reveal that there exists a contextual and methodological gap relating to knowledge sharing culture in multinational corporations. Preliminary empirical review revealed that fostering a supportive organizational culture, led by transformational leadership, was crucial for enhancing knowledge sharing among employees. Effective leadership practices encouraged openness and collaboration, while advanced technological infrastructure facilitated seamless communication and information access across global teams. By prioritizing knowledge sharing as a strategic imperative and investing in both cultural and technological enablers, multinational corporations were able to enhance innovation, improve organizational performance, and maintain competitiveness in the global market.

Unique Contribution to Theory, Practice and Policy: The Social Exchange Theory, Resource Based Theory and Cultural- Historical Activity Theory may be used to anchor future studies on knowledge sharing culture in multinational corporations. The studies on knowledge sharing culture in multinational corporations made significant theoretical contributions by emphasizing factors like leadership styles, technological infrastructure, and cultural diversity in fostering effective knowledge exchange. They provided practical recommendations for MNCs to enhance knowledge sharing through investments in robust knowledge management systems, fostering supportive organizational cultures, and implementing strategic management practices aligned with business objectives. Policy implications focused on promoting R&D investments, cross-sector collaborations, and ethical guidelines to support sustainable knowledge sharing practices. Ethical considerations emphasized transparency, data privacy, and fostering a culture of reciprocity. Future research directions were identified to explore emerging technologies' impact, generational differences in knowledge sharing, and longitudinal studies to track knowledge management evolution across cultures and time.