| Summary: | 碩士 === 中原大學 === 企業管理研究所 === 93 === It is an important issue how transnational enterprises can transfer internal knowledge effectively between subsidiaries and parent companies. Knowledge transfer not only can help enterprises to gain important knowledge but also can help on internal learning and innovation. Enterprises can create more competitive advantages through effective knowledge transferring.
According to the viewpoints of Szulanski (1996), Gupta & Govindarajan (2000) and Hansen (1999), the author reasoned important influencing factors on knowledge transfer. The author also adopted multiple cases study method to interview ten managers who have been the transferor or transferee in seventeen knowledge transfer cases of five transnational enterprises within the past five years. Afterward this research summarized propositions and provided as a reference to the transnational enterprises the important factors of internal knowledge transferring in different conditions and how transfer mechanism interfered the relationship between transfer factors and performance.
After studying of related literatures and cases, this research summarized the influencing factors and important research findings on internal knowledge transfer of transnational enterprises as below:
1. There are six very important influencing factors: the complexity of knowledge (negative influence), the importance of knowledge (positive influence), the decisions of high-level managers (positive influence), the willingness of transferor (positive influence), the willingness of transferee (positive influence) and ability of transferee (positive influence).
2. The other four important influencing factors are the explicit of knowledge (positive influence), the difference of culture (negative influence), the ability of transferor (positive influence) and relationship of collaboration (positive influence).
3. The sequence of amount of transfer mechanisms in interfering with knowledge transfer performance are personnel movement (especially for cases of cross region between Taiwan and China), technology sharing, JV-parent interactions and linkages between parent, and alliance strategies (especially for cases in transnational cases).
4. When there is a big gap of ability between transferor and transferee, there often exists a mediating company in two-stage knowledge transfer. Therefore, this mediating company has characteristics of transferor and transferee at the same time, such as enough willingness, ability and collaboration with knowledge source and transferee. Particularly, Taiwan companies often play a role as the bridge in transnational knowledge transfer. The main reason is they have been a transferee for a long time and had accumulated a lot of experiences and advantages in knowledge absorbing, transferring and performing.
The major contribution from these research findings is that the mediating companies often play a very important role on this two-stage transnational knowledge transfer. When transnational enterprises enter China market, they like to use Taiwan or Hong Kong companies to be a bridge or gangway. Because Taiwan and Hong Kong companies have same Chinese culture with China and know China market very well. This research suggests future researches can study this issue in depth. The author believes the results will be helpful for transnational enterprises in entering China market as well as transferring knowledge.
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