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題名 跨國公司共用服務之知識轉移的挑戰-以某外商公司為例
The Challenges of Knowledge Transfer for Centralized Operations in Multinational Corporations - A Study of an MNC
作者 李韻如
Lee, Yun-Ju
貢獻者 林月雲
Lin, Carol
李韻如
Lee, Yun-Ju
關鍵詞 國際企業
集中操作
分享服務中心
知識傳輸
通訊
Multinational corporation
Centralized operation
Share service center
Knowledge transfer
Communication
日期 2018
上傳時間 27-Jul-2018 11:59:48 (UTC+8)
摘要 Faced with the global challenges Multinational Corporations (MNCs) have resorted to centralized operating models to achieve the goal of cost reduction by transferring back-office activities, which are relatively non-strategic and repetitive, to locations where cost is lower. The company in this study utilizes the "shared services execution" model with the aim to turn cost reduction into economies of scale and enhanced productivity. With the scale and complexity of its operations, MNCs strive to remain competitive by deploying effective and efficient mechanisms to enhance knowledge development and sharing.
     This study aims to examine the possible reasons that led to the recent disruptions with shared service execution in the company in discussion by focusing on knowledge transfer and communication. The study attempts to understand which aspect - people, process or systems has the greatest impact on shared service execution. It further explores the most important factor that contributes to knowledge transfer and performance as well as looking into the role that cultural dissimilarity and tacit knowledge plays. Results concluded that "people" had the most impact on shared service executions, and that "communication" was the most crucial factor contributing to knowledge transfer and performance. "Tacitness of knowledge" and "knowledge gap" are also considered important factors to a successful knowledge transfer and the subsequent execution.
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     7. Bennett, R., & Gabriel, H. (1999). Organisational factors and knowledge management within large marketing departments: an empirical study. Journal of knowledge management, 3(3), 212-225
     8. Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. (2002). Cultural variations in the cross-border transfer of organizational knowledge: An integrative framework. Academy of management review, 27(2), 204-221.
     9. Birkinshaw, J., Holm, U., Thilenius, P., & Arvidsson, N. (2000). Consequences of perception gaps in the headquarters–subsidiary relationship. International Business Review, 9(3), 321-344.
     10. Bontis, N., Crossan, M. M., & Hulland, J. (2002). Managing an organizational learning system by aligning stocks and flows. Journal of management studies, 39(4), 437-469.
     11. Buckley, P. J., & Carter, M. J. (1999). Managing cross-border complementary knowledge: conceptual developments in the business process approach to knowledge management in multinational firms. International Studies of Management & Organization, 29(1), 80-104
     12. Chen, J., Sun, P. Y., & McQueen, R. J. (2010). The impact of national cultures on structured knowledge transfer. Journal of knowledge management, 14(2), 228-242.
     13. Chen, S., Geluykens, R., & Choi, C. J. (2006). The importance of language in global teams: A linguistic perspective. Management International Review, 46(6), 679.
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描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
104933003
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104933003
資料類型 thesis
dc.contributor.advisor 林月雲zh_TW
dc.contributor.advisor Lin, Carolen_US
dc.contributor.author (Authors) 李韻如zh_TW
dc.contributor.author (Authors) Lee, Yun-Juen_US
dc.creator (作者) 李韻如zh_TW
dc.creator (作者) Lee, Yun-Juen_US
dc.date (日期) 2018en_US
dc.date.accessioned 27-Jul-2018 11:59:48 (UTC+8)-
dc.date.available 27-Jul-2018 11:59:48 (UTC+8)-
dc.date.issued (上傳時間) 27-Jul-2018 11:59:48 (UTC+8)-
dc.identifier (Other Identifiers) G0104933003en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/118948-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 104933003zh_TW
dc.description.abstract (摘要) Faced with the global challenges Multinational Corporations (MNCs) have resorted to centralized operating models to achieve the goal of cost reduction by transferring back-office activities, which are relatively non-strategic and repetitive, to locations where cost is lower. The company in this study utilizes the "shared services execution" model with the aim to turn cost reduction into economies of scale and enhanced productivity. With the scale and complexity of its operations, MNCs strive to remain competitive by deploying effective and efficient mechanisms to enhance knowledge development and sharing.
     This study aims to examine the possible reasons that led to the recent disruptions with shared service execution in the company in discussion by focusing on knowledge transfer and communication. The study attempts to understand which aspect - people, process or systems has the greatest impact on shared service execution. It further explores the most important factor that contributes to knowledge transfer and performance as well as looking into the role that cultural dissimilarity and tacit knowledge plays. Results concluded that "people" had the most impact on shared service executions, and that "communication" was the most crucial factor contributing to knowledge transfer and performance. "Tacitness of knowledge" and "knowledge gap" are also considered important factors to a successful knowledge transfer and the subsequent execution.		en_US
dc.description.tableofcontents Acknowledgements i
     Abstract ii
     Chapter1 Introduction 1
     1.1 Research Background & Motives 2
     1.2 Research Questions & Objective 4
     1.3 Research Structure 6
     Chapter 2 Literature Review 7
     2.1 Centralized Operations in Multinational Corporations 7
     2.2 Shared Service Centers 9
     2.3 Center of Excellence (CoE) 24
     2.4 Knowledge Transfer in MNCs 25
     2.5 The McKinsey 7-S Framework 36
     Chapter 3 Research Methodology 39
     Chapter 4 Company Overview 41
     Chapter 5 Results 43
     5.1 General Background 45
     5.2 Communication & Channels 48
     5.3 Language and Culture 62
     5.4 Tacitness of Knowledge 71
     5.5 Others 83
     5.6 7-S Framework Analysis 88
     Chapter 6 Conclusion 102
     6.1 Research Conclusions 102
     6.2 Implications 109
     6.3 Limitation of the Research 112
     Reference 113
     Appendix 119		zh_TW
dc.format.extent 7353659 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104933003en_US
dc.subject (關鍵詞) 國際企業zh_TW
dc.subject (關鍵詞) 集中操作zh_TW
dc.subject (關鍵詞) 分享服務中心zh_TW
dc.subject (關鍵詞) 知識傳輸zh_TW
dc.subject (關鍵詞) 通訊zh_TW
dc.subject (關鍵詞) Multinational corporationen_US
dc.subject (關鍵詞) Centralized operationen_US
dc.subject (關鍵詞) Share service centeren_US
dc.subject (關鍵詞) Knowledge transferen_US
dc.subject (關鍵詞) Communicationen_US
dc.title (題名) 跨國公司共用服務之知識轉移的挑戰-以某外商公司為例zh_TW
dc.title (題名) The Challenges of Knowledge Transfer for Centralized Operations in Multinational Corporations - A Study of an MNCen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 1. Adenfelt, M., & Lagerström, K. (2006). Knowledge development and sharing in multinational corporations: The case of a centre of excellence and a transnational team. International Business Review, 15(4), 381-400.
     2. Adenfelt, M., & Lagerström, K. (2008). The development and sharing of knowledge by centres of excellence and transnational teams: A conceptual framework. Management International Review, 48(3)
     3. Alavi, M., & Leidner, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS quarterly, 107-136.
     4. Alvesson, M. (1991). Deetz (2000) Doing critical management research.
     5. Argote, L. (1999). Organizational Learning: Creating, Retaining, and Transferring Knowledge.
     6. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
     7. Bennett, R., & Gabriel, H. (1999). Organisational factors and knowledge management within large marketing departments: an empirical study. Journal of knowledge management, 3(3), 212-225
     8. Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. (2002). Cultural variations in the cross-border transfer of organizational knowledge: An integrative framework. Academy of management review, 27(2), 204-221.
     9. Birkinshaw, J., Holm, U., Thilenius, P., & Arvidsson, N. (2000). Consequences of perception gaps in the headquarters–subsidiary relationship. International Business Review, 9(3), 321-344.
     10. Bontis, N., Crossan, M. M., & Hulland, J. (2002). Managing an organizational learning system by aligning stocks and flows. Journal of management studies, 39(4), 437-469.
     11. Buckley, P. J., & Carter, M. J. (1999). Managing cross-border complementary knowledge: conceptual developments in the business process approach to knowledge management in multinational firms. International Studies of Management & Organization, 29(1), 80-104
     12. Chen, J., Sun, P. Y., & McQueen, R. J. (2010). The impact of national cultures on structured knowledge transfer. Journal of knowledge management, 14(2), 228-242.
     13. Chen, S., Geluykens, R., & Choi, C. J. (2006). The importance of language in global teams: A linguistic perspective. Management International Review, 46(6), 679.
     14. Cohen, W. M., & Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Innovation, 128-152.
     15. Daft, R. L., & Lengel, R. H. (1986). Organizational information requirements, media richness and structural design. Management science, 32(5), 554-571.
     16. Davenport, T. H., & Prusak, L. (2000). Working Knowledge: How Organizations Manage What They Know. Harvard Business Press.
     17. Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management science, 35(12), 1504-1511.
     18. Edström, A., & Galbraith, J. R. (1977). Transfer of managers as a coordination and control strategy in multinational organizations. Administrative science quarterly, 248-263
     19. Ernest & Young (2014, Feb), Centralized operations - The future of operating models for Risk, Control and Compliance functions. Retrieved from http://www.ey.com/Publication/vwLUAssets/EY_-_Centralized_operations:_future_of_Risk,_Control_and_Compliance/$FILE/EY-Insights-on-GRC-Centralized-operations.pdf
     20. Fayerweather, J. (1982). International business strategy and administration. Ballinger Pub Co.
     21. Forsgren, M., Johanson, J., & Sharma, D. (2000). Development of MNC centres of excellence. The emergence and impact of MNC centres of excellence, 45-67.
     22. Forst, L. I. (2001). Management: Shared Services Grows Up. Journal of Business Strategy, 22(4), 13-15.
     23. Foss, N. J. (2006). Knowledge and organization in the theory of the multinational corporation: Some foundational issues. Journal of Management & Governance, 10(1), 3-20.
     24. Foss, N. J., & Pedersen, T. (2004). Organizing Knowledge Processes in the Multinational Corporation: An Introduction. Journal of International Business Studies, 340-349.
     25. Frost, T. S., Birkinshaw, J. M., & Ensign, P. C. (2002). Centers of excellence in multinational corporations. Strategic Management Journal, 23(11), 997-1018.
     26. Galbraith, J. R. (1973). Designing Complex Organizations.
     27. Ghoshal, S., Korine, H., & Szulanski, G. (1994). Interunit communication in multinational corporations. Management Science, 40(1), 96-110.
     28. Gonzalez, R., Gasco, J., & Llopis, J. (2006). Information systems offshore outsourcing: A descriptive analysis. Industrial Management & Data Systems, 106(9), 1233-1248.
     29. Grant, R. M. (1996). Toward a knowledge‐based theory of the firm. Strategic management journal, 17(S2), 109-122.
     30. Grant, R. M., & Baden-Fuller, C. (1995, August). A knowledge-based theory of inter-firm collaboration. In Academy of management proceedings (Vol. 1995, No. 1, pp. 17-21). Briarcliff Manor, NY 10510: Academy of Management.
     31. Gudykunst, W. B., & Kim, Y. Y. (1984). Communicating with strangers: An approach to intercultural communication. Addison Wesley Publishing Company
     32. Gullick, J., & West, S. (2012). Uncovering the common ground in qualitative inquiry: combining quality improvement and phenomenology in clinical nursing research. International journal of health care quality assurance, 25(6), 532-548.
     33. Gupta, A. K., & Govindarajan, V. (1991). Knowledge flows and the structure of control within multinational corporations. Academy of management review, 16(4), 768-792.
     34. Gupta, A. K., & Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic management journal, 473-496.
     35. Hambrick, D. C., Davison, S. C., Snell, S. A., & Snow, C. C. (1998). When groups consist of multiple nationalities: Towards a new understanding of the implications. Organization studies, 19(2), 181-205.
     36. Hannabuss, S. (1996). Research interviews. New library world, 97(5), 22-30
     37. Hansen, M. T. (1999). The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative science quarterly, 44(1), 82-111.
     38. Hansen, M. T., & Løvås, B. (2004). How do multinational companies leverage technological competencies? Moving from single to interdependent explanations. Strategic Management Journal, 25(8‐9), 801-822.
     39. Hymer, S. H. (1960). The international operations of national firms, a study of direct foreign investment (Doctoral dissertation, Massachusetts Institute of Technology).
     40. Janssen, M., & Joha, A. (2008). Emerging shared service organizations and the service-oriented enterprise: Critical management issues. Strategic Outsourcing: An International Journal, 1(1), 35-49
     41. Kim, Y. Y. (1991). Intercultural communication competence: A systems-theoretic view. Cross-cultural interpersonal communication, 15.
     42. Kogut, B., & Zander, U. (1993). Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of international business studies, 24(4), 625-645.
     43. Kris, A., & Fahy, M. (2003). Shared service centres: delivering value from more effective finance and business processes. FT Prentice Hall.
     44. Krone, K. J., Jablin, F. M., & Putnam, L. L. (1987). Communication theory and organizational communication: Multiple perspectives. Handbook of organizational communication: An interdisciplinary perspective, 18(1), 40.
     45. Kumar, V. (2005). Impact of social ties on knowledge transfer within multinational corporations.
     46. Lane, P. J., & Lubatkin, M. (1998). Relative absorptive capacity and interorganizational learning. Strategic management journal, 461-477.
     47. Lazarsfeld, P. F., & Merton, R. K. (1954). Friendship as a social process: A substantive and methodological analysis. Freedom and control in modern society, 18(1), 18-66.
     48. Leonard-Barton, D., & Sinha, D. K. (1993). Developer-user interaction and user satisfaction in internal technology transfer. Academy of Management Journal, 36(5), 1125-1139.
     49. Levitt, B., & March, J. G. (1988). Organizational learning. Annual review of sociology, 14(1), 319-338.
     50. Li, H. Z. (1999). Communicating information in conversations: A cross-cultural comparison. International Journal of Intercultural Relations, 23(3), 387-409.
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dc.identifier.doi (DOI) 10.6814/THE.NCCU.IMBA.036.2018.F08-