infonet-economy

As one of the most important emerging management practices, Knowledge Management is able to significantly contribute to a company's success. Since previous research has mainly focused on ‘how multinational companies are generally practicing knowledge management', very little is known of the particularities of knowledge management practice in the context of a specific country. The paper at hand addresses this research gap, using the case of Siemens ShareNet in China. It investigates the particularities of managing knowledge sharing in an emerging economy that is widely considered as the most promising future market for multinational companies (MNCs). This study first reveals that knowledge management needs to take the culture dimension into consideration, as culture decisively influences knowledge-sharing behavior. Secondly, it indicates that the potential for knowledge sharing in an emerging market such as China is higher than one may expect. In order to explore this potential, more attention needs to be paid to knowledge-sharing barriers and motivations within this specific context. Suggestions for future research as well as the managerial implications for KM practitioners are provided.

Purpose - The purpose of this study was to examine, theoretically and empirically, whether an employee training program can enhance the collective perception of empowerment of work units within an organization. We hypothesized that training participation relates to empowerment by enhancing the potency, meaningfulness, impact, and autonomy of the employees.

Design/methodology/approach - We collected data at two time points, before and after the training intervention. Over the two periods, the sample consisted of an average of 2,383 employees nested in 36 work units of a large multinational company.

Findings - The results indicated a positive relationship between training participation and increased levels of collective psychological empowerment, with differential effects on the dimensions of empowerment.

Practical Implications - This study provides evidence of the positive relationship between training and empowerment, suggesting training effects across levels of analysis. The results indicated dimensions of empowerment that are more and such that are less prone to training. Such knowledge may help to inform organizations in developing training strategies. We provide recommendations for a respective training program.

Originality/value - This is one of the first studies to investigate the relationship between training participation of individual employees and shared empowerment perceptions within their work units, adding an important antecedent to the research on empowerment. In addition, we propose ways of how individual employees can affect shared perceptions among work unit members. The study offers insights into the development of empowered work units, the vertical transfer of training across levels-of-analysis and implications for training programs.

Past research suggests that power asymmetry within teams can have a stifling effect on team learning and performance.
We argue here that this effect is contingent on whether power advantages within a team are used to advance individual or collective interests. This study considers the moderating role of one factor that can influence the individual or collective orientation of team members-the type of performance feedback that a team receives. We propose that whereas individual feedback reinforces the negative effects of power asymmetry on team learning, group feedback fosters a collective orientation within a team that transforms power differences into a stimulus for team learning. Analysis of multisource, multimethod data obtained from 218 individuals in 46 teams provided support for these hypotheses. Results also suggested that team learning mediated the relationship between power asymmetry and team performance. These findings suggest that power asymmetry can be a resource for and not just an obstacle to team learning in power-asymmetric teams.