Knowledge Dissemination in Global R&D Operations: An Empirical Study of Multinationals in the High Technology Electronics Industry1

Abstract

This study is an empirical examination of I) the mechanisms that three multinationals used to disseminate knowledge within their globally dispersed R&D operations, 2) the impediments that these multinationals experienced when implementing these mechanisms, and 3) the means to overcome these impediments. Management focused considerably on implementing mechanisms that facilitated the flow of knowledge to top management for the coordination of globally dispersed R&D activities. However, little attention was placed on mechanisms to facilitate the flow of knowledge for use by engineers in problem-solving activities. Three types of impediments to knowledge flow were observed: I) opportunity cost of time, 2) knowledge is power, and 3) not-invented-here. Knowledge flow in an MNC appears to be facilitated by establishing a one-company culture through I) incorporating teamwork as a company value, 2) evaluating individual knowledge contribution and assimilation in performance appraisals, 3) implementing a goal that promotes overall company improvement, and 4) facilitating extensive personnel rotation.

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