The impact of knowledge stickiness on knowledge transfer implementation, internalization, and satisfaction for multinational corporations

  • Authors:

  • Chia-Ying Li;Chang-Tseh Hsieh

  • Affiliations:

  • Computer Science & Information Management, Providence University, 200 Chung Chi Rd., Taichung 43301, Taiwan;School of Accountancy and Information Systems, University of Southern Mississippi, 118 College Drive, #5178, Hattiesburg, MS 39406, United States

  • Venue:
  • International Journal of Information Management: The Journal for Information Professionals
  • Year:
  • 2009

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Abstract

Improving the effectiveness of knowledge transfer from a parent firm to its subsidiary is one of the most critical issues confronting management at multinational companies (MNC). Since knowledge tends to be sticky and difficult to transfer, the success of knowledge transfer is contingent not only upon various kinds of contextual variables, but also upon the process of knowledge transfer implementation and internalization. Previous studies did not consider the process of implementation and internalization variables, and failed to provide a more comprehensive research framework for MNC knowledge transfer. This study attempts to assess the impact of knowledge stickiness on knowledge transfer implementation and internalization, as well as the performance of headquarter-subsidiary knowledge transfer. Results of this study suggest that an increase in knowledge stickiness may have a positive and significant influence on knowledge implementation, internalization, and knowledge transfer satisfaction. However, increases in knowledge stickiness beyond a certain point can also deter the success of transferring knowledge. Results also suggest a significant relationship between knowledge transfer implementation and internalization, innovation and satisfaction, and between knowledge innovation and knowledge transfer satisfaction.