Knowledge sharing in repatriation : The role of organizational support practices
Hendolin, Noora (2017-11-28)
Knowledge sharing in repatriation : The role of organizational support practices
Hendolin, Noora
(28.11.2017)
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Turun yliopisto
Tiivistelmä
This study discusses the role that organizational support practices have on knowledge sharing in repatriation. The purpose of the study is to understand how can organizations support knowledge sharing in repatriation.
This study is conducted as a qualitative case study. The theoretical background of this study is based on previous literature and research done on knowledge sharing and repatriation. A theoretical framework is provided, which is further modified based on the empirical findings. The empirical research was conducted by in-depth interviews with case organization Finpro’s employees. Four interviews in total were conducted; two with HR professionals and two with repatriates. The interview data was collected between October 2016 and February 2017. A theme-based interview structure was used to guide the interview. The data was then transcribed, organized and further analyzed by using theoretical propositions and thematic analysis. The data was then categorized according to the same themes that guided data collection.
This study confirms that organizations often lack concrete procedures aimed at actively promoting repatriate knowledge sharing. Therefore, it is suggested that more organizational support should be provided in repatriation. It was found that efficient organizational procedures that support knowledge sharing include for example a reorientation program, an open organizational culture, establishing more opportunities for informal social interaction, offering repatriates the opportunity to present their experiences and openly communicating the objectives of international assignments. In addition, having knowledge in a fast and easily accessible form was found to be extremely important in order for successful knowledge sharing to take place.
This study indicates that knowledge sharing is rarely easy, moreover there are often multiple barriers that hinder the knowledge sharing opportunities of repatriates. It was found that especially lack of time, project-oriented work, ownership of knowledge, fragmented organization, high HQ employee turnover and context and nature of knowledge serve as barriers to knowledge sharing. The findings confirm that organizations often struggle in finding positions for their repatriates after their assignments and place them in positions where the utilization of the newly acquired knowledge is challenging.
This study offers an in-depth analysis of a unique phenomenon and confirms that repatriates and their knowledge, when properly shared and utilized, can serve as a means of creating competitive advantage for organizations. Future research, however, is encouraged in order to reach more universal results and to increase the generalizability of the findings.
This study is conducted as a qualitative case study. The theoretical background of this study is based on previous literature and research done on knowledge sharing and repatriation. A theoretical framework is provided, which is further modified based on the empirical findings. The empirical research was conducted by in-depth interviews with case organization Finpro’s employees. Four interviews in total were conducted; two with HR professionals and two with repatriates. The interview data was collected between October 2016 and February 2017. A theme-based interview structure was used to guide the interview. The data was then transcribed, organized and further analyzed by using theoretical propositions and thematic analysis. The data was then categorized according to the same themes that guided data collection.
This study confirms that organizations often lack concrete procedures aimed at actively promoting repatriate knowledge sharing. Therefore, it is suggested that more organizational support should be provided in repatriation. It was found that efficient organizational procedures that support knowledge sharing include for example a reorientation program, an open organizational culture, establishing more opportunities for informal social interaction, offering repatriates the opportunity to present their experiences and openly communicating the objectives of international assignments. In addition, having knowledge in a fast and easily accessible form was found to be extremely important in order for successful knowledge sharing to take place.
This study indicates that knowledge sharing is rarely easy, moreover there are often multiple barriers that hinder the knowledge sharing opportunities of repatriates. It was found that especially lack of time, project-oriented work, ownership of knowledge, fragmented organization, high HQ employee turnover and context and nature of knowledge serve as barriers to knowledge sharing. The findings confirm that organizations often struggle in finding positions for their repatriates after their assignments and place them in positions where the utilization of the newly acquired knowledge is challenging.
This study offers an in-depth analysis of a unique phenomenon and confirms that repatriates and their knowledge, when properly shared and utilized, can serve as a means of creating competitive advantage for organizations. Future research, however, is encouraged in order to reach more universal results and to increase the generalizability of the findings.