The
purpose of this article is to present the results of a survey
of 121 American multinational subsidiaries in Brazil. It
establishes how multinationals transfer knowledge to their
local suppliers. Each identified transfer method is analyzed
to determine the objective behind the transfer, and the
mechanisms used in order to do so. Four methods have been
identified. The characteristics of the moderate method are
poor reciprocal commitment (from the source and the recipient),
poor mastering of the transfer process, and low capacity
of the source to deal with informal aspects of the transfer.
The strategic objectives and the mechanisms associated with
this method are limited to those which are common to all
the methods. The relational method is characterized by high
reciprocal commitment, high capacity of the source to deal
with informal aspects of the transfer, and limited mastering
of the transfer process. The specific objectives are the
improvement of knowledge of the source by feedback effect,
the creation of knowledge in common as well as the creation
of specific relationships, and the use of transfer as a
means of implementing strategic objectives. The mechanisms
are regular face-to-face meetings, team work, and in certain
cases, training and audit-consulting. The technical method
is in direct opposition to the former, and is characterized
by high reciprocal commitment, low capacity of the source
to deal with informal aspects of the transfer, but a high
mastering of the transfer process. The objectives are the
creation of specific relationships, the implementation of
strategic objectives, and in certain cases, a network management
strategy. The mechanisms used are mostly documents, training,
audit-consulting and a common IT system. The complete method
is characterized by high reciprocal commitment, high capacity
of the source to deal with informal aspects of the transfer,
and a high mastering of the transfer process. It aims to
serve all the strategic objectives identified, and uses
a complete range of mechanisms.
Knowledge
transfer is a key activity in the management of organizations,
whether for diffusing best practices in the firm with the
aim of maximizing productivity, or for transmitting knowledge
to other firms to facilitate interfirm relationships. In
this study, the focus is on the second type of transfer,
i.e., interfirm transfer of knowledge. In particular, the
study is on knowledge transfer by American multinationals
to their local suppliers in Brazil. The purpose of this
research is to identify and define transfer methods, according
to the dimensions which have been identified on the basis
of a literature review. These dimensions are used to build
a typology. The methods identified are then defined from
two elements: the strategic objectives of the source of
the transfer, and the mechanisms used for the transfer.
In the first part of the article, the main concepts relative
to knowledge transfer are defined. Then, the methodology
used is presented, specifying how the data was gathered,
followed by defining the variables which were identified
to build the typology. These variables are organized in
two groups: the characteristics of the transfer method,
and the components of this method (strategic objectives
and mechanisms). The results of the typology are presented
thereafter, followed by a discussion of the results. |
