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Globally networked: Intraorganizational boundary spanning in the global organization

机译:全球化网络:跨越全球组织的组织内边界

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摘要

Multinational corporations (MNCs) need to sense, source, and mobilize knowledge when and where it arises, whether at home, or elsewhere in the world. For this reason, MNCs benefit from employee networks of relationships that span across intraorganizational barriers, allowing for the efficient mobilization of knowledge across boundaries. Yet, which organizational members are more likely to be able to develop these boundary spanning networks? We leverage a unique data set from a large multinational corporation to empirically test a comprehensive model that captures the effect of an employee's mandate, expertise, and behavioral orientations on her likelihood to span intraorganizational boundaries that manifest themselves in the form of hierarchies, intra-functional domains, and geographic territories. We find that the employees that are more likely to be boundary spanners are those having mandates with a global impact, high levels of expertise, and a collaborative orientation in their networking behaviors. In addition, we find that these effects are stronger for those employees that have large formal workflow networks.
机译:跨国公司(MNC)需要在家庭中或世界其他地方感知,获取和动员知识。因此,跨国公司受益于跨越组织内部障碍的员工关系网络,从而可以跨边界有效地调动知识。但是,哪些组织成员更有可能开发这些跨边界网络?我们利用来自大型跨国公司的独特数据集来进行经验模型测试,该模型可以捕获员工职责,专业知识和行为取向对员工跨越组织内部边界(以层级,内部职能形式体现)的可能性的影响域和地理区域。我们发现,更有可能成为边界扳手的员工是那些具有全球影响力,高水平的专业知识以及在网络行为方面具有协作性的任务。此外,我们发现对于那些拥有大型正式工作流程网络的员工而言,这些影响更为明显。

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