MANAGING KNOWLEDGE IN AN INTERNATIONAL CONTEXT: HOW MNES MANAGE EMPLOYEE’S MOTIVATION FROM CROSS-CULTURAL KNOWLEDGE TRANSFER

• Main Author: Nauval Razin, Farrell
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/80869
• Institution: Institut Teknologi Bandung

Change is inevitable, and the action of knowledge transfer is one of the precursors for change in the sense that the new-bound knowledge received will be a determinant for a company to adjust or go unchanged. Given the additional factor of globalisation, multinational enterprises (MNE) evolved under their reliance on global knowledge transfer, gathering as much knowledge as possible to stay ahead of competition. As a direct consequence of this, managing employee’s motivation has also evolved into a key challenge for MNEs since changes in working processes and cultures are often disruptive, affecting employees' work satisfaction and overall productivity. Taking cultural dimensions into consideration, the threat of conflict is often overlooked by MNEs, as employees' cultural differences might conflict with one another. Thus, this study aims to create a guideline for managers to recognize the factors that could affect employee’s motivation from cross-cultural knowledge transfer. Eight managers, ranging from human resource managers to executive directors in the mining industries to consulting firms across Southeast Asia, were interviewed. The main findings are that employee’s motivation is influenced by six different factors, namely: the need for workplace transparency, employee’s morale boost, job security, conflicting values, poor data transfer, and different learning styles. These are the six main factors that the managers believe influence employee’s motivation which determine the fluency of knowledge transfer