The impact of global leadership development programs on social networks and knowledge sharing in multinational enterprises.
Year: 2012
Type: article
Abstract: Taking as its starting point the significance of social networks for knowledge sharing in multinational\nenterprises, this paper has a particular focus on the role global leadership development programs may\nhave on both social networks and knowledg\ne sharing in\nmultinational enterprise\ns. The concept of\nsocial networks is developed using social capital theory. Our data is derived from\nNorfert,\na\nScandinavian\nmultinational enterprise\n, which in 2007 introduced its first such program, “LEAD”. In\norder to\nexamine the impact of LEAD we deploy a mixed\n-\nmethods approach. Contrary to our\ntheoretically driven assumption the longitudinal quantitative data suggest that participation in LEAD\nhad a no positive effect on knowledge sharing. We therefore employed quali\ntative data in order to\nexplain this finding which we did in terms of the particular cultural and organizational context in\nwhich LEAD was created.
Language: English
Subfield: Information Systems and Management
Field: Decision Sciences
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2499366150