Showing papers by "Andrew C. Inkpen published in 2008"

Cultural Intelligence and Offshore Outsourcing Success: A Framework of Firm-Level Intercultural Capability*

Abstract: This article discusses the importance of firm-level cultural intelligence in the context of international business ventures such as offshoring. We identify the recent movement toward global delivery models in offshoring ventures as the strategic imperative for offshoring partners to acquire and develop firm-level cultural intelligence. Drawing on Earley and Ang's (2003) conceptualization of cultural intelligence and the resource based view of the firm, we develop a conceptual framework of firm-level cultural intelligence. The framework comprises three dimensions of intercultural capabilities of the firm: managerial, competitive, and structural. We propose items to measure these three dimensions and discuss theoretical and managerial implications.

Knowledge transfer and international joint ventures: the case of NUMMI and General Motors

Abstract: Using a case study of NUMMI, a joint venture between General Motors (GM) and Toyota, this research note examines alliances and knowledge transfer with a focus on the organizational processes used to transfer knowledge. The results suggest two possible explanations for the knowledge transfer outcome. The primary explanation is that the systematic implementation of knowledge transfer mechanisms can overcome the stickiness and causal ambiguity of new knowledge. A second explanation is that creating successful knowledge transfer should be viewed from a change management perspective in which trial and error learning experiences and experimentation support the transfer outcome. Copyright © 2007 John Wiley & Sons, Ltd.

Managing knowledge transfer in international alliances

Abstract: Although managing knowledge assets is critical for firm success, organizational knowledge is hard to capture, transfer, and make useable. Because knowledge is embedded in organizational structures, processes, procedures, and routines, it is not easy to separate knowledge from the context in which it has been created. In addition, when knowledge is highly tacit, it is difficult to transfer without moving the people who have the knowledge. Thus, even though many studies have argued that the ability to transfer knowledge is a primary source for a firm's competitive advantage, relatively little is known about how to transfer knowledge within and across organizational boundaries. This article explores organizational knowledge transfer and illustrates the discussion with two cases of successful knowledge transfer. Two related and fundamental premises anchor the article: (1) knowledge-transfer effectiveness can be actively managed and improved upon and (2) it is possible to design organizational strategies and structures to support and enhance knowledge sharing. © 2008 Wiley Periodicals, Inc.