Interunit interaction contexts, interpersonal social capital, and the differing levels of knowledge sharing

By K. Mäkelä, C. Brewster. 2009

195 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/95f8d26943b03857e94c505c2fa5fd77c4cdb623

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Citations in the corpus

Why do international assignees stay? An organizational embeddedness perspective (2011, background): “Similarly, research has demonstrated that individuals are more likely to share tacit knowledge with others when there is a trusting relationship (Mäkelä & Brewster, 2009; Reagans & McEvily, 2003; Seibert et al., 2001).”
Knowledge workers' creativity and the role of the physical work environment (2011, background): “Second, we explicitly emphasized that there were no right or wrong answers (Mäkelä & Brewster, 2009), and third, we guaranteed anonymity (Podsakoff et al. 2003; Rogelberg, Allen, Shanock, Scott & Shuffler, 2010).”
The Bridging Role of Expatriates and Inpatriates in Knowledge Transfer in Multinational Corporations (2016, background): “Over the past decade, an increasing number of studies have highlighted the role of international assignees as carriers of knowledge across units of multinational corporations (MNCs; Chang, Gong, & Peng, 2012; Fang, Jiang, Makino, & Beamish, 2010; Mäkelä & Brewster, 2009).”
At What Level (and in Whom) We Trust (2012, background): “Interpersonal trust has been found to promote knowledge exchange (Andrews & Delahaye, 2000; Golden & Raghuram, 2010; Levin & Cross, 2004; Mäkelä & Brewster, 2009) and trust in leaders in particular has been linked to followers' feedback seeking from the leader (Hays & Williams, 2011).”
Why and how does shared language affect subsidiary knowledge inflows? A social identity perspective (2015, background): “Second, given that direct interactions between sender and recipient are thought to particularly facilitate the receipt of tacit knowledge (Argote & Ingram, 2000), we also controlled for frequency of face-to-face interactions between subsidiary and HQmanagers (Mäkelä & Brewster, 2009).”
Individual connectedness in innovation networks: On the role of individual motivation (2013, background): “…characteristics known to particularly stimulate knowledge transfer within an organization (Ibarra, 1993; Tsai, 2002; Nerkar and Paruchuri, 2005; Teigland and Wasko, 2009; Mäkelä and Brewster, 2009), and study how an individuals’ motivation helps explain how individuals will be well-positioned.”
Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities (2014, background): “Similarly, expatriate/repatriate interaction contexts are associated with more interpersonal trust and shared cognitive ground, resulting in higher levels of knowledge sharing (Mäkelä & Brewster, 2009).”
How airline service quality determines the quantity of repurchase intention - Mediate and moderate effects of brand quality and perceived value (2019, background): “Second, we explicitly emphasized that there were no right or wrong answers in the measurement items (Mäkelä and Brewster, 2009), and asked tourists to express their true feelings about Chinese airlines.”
HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, unknown): “They are a feature of a specific horizontal work design that can promote network flexibility and adaptability across different units (Mäkelä and Brewster, 2009, Kaše et al., 2009).”