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This assignment highlights the challenges face by expatriates in managing highly diversified
cultural teams and the need for cultural intelligence to mitigate these challenges that arise in their
assignments. Also, highlighted will be the cost of failure of assignments, which result in lost
opportunities for multinational companies in the particular country they operate in. These failures
result in the need of repertoires that can be used to successfully implement the expatriate¶s
assignment in the respective host countries. As such, the importance of Cultural Intelligence (CI)
CI can be learned and it is plays an important role in developing the main five repertoires namely,
manage diverse teams, recruit and develop cross-cultural talent, adapt leadership style,
demonstrate respect and understand diverse customers; which is needed for expatriate to manage
Explained further will be the four step cycle of CI that will enhance the expatriates, drive,
knowledge, strategy and action needed in developing the repertoires for effective and efficient
Using this four step cycle of CI, emphasized in the latter parts will be how CI abilities such as:
cultural awareness, motivational cultural adaptation, adaptive behavior and effective cross-
cultural communication; can be used as a success factor for developing repertoires needed for an
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In a globalised world where firms are competing to gain market share, need for resources
other than the basic factor of production has arisen in order for them to gain competitive
advantage. For the transformation towards a µpost-capitalist¶ world that we are witnessing
today, businesses need knowledge as the primary economic resource (Drucker, 1993, 1994
as cited in Carrion | ., 2004) to compete, rather than the ownership of land or access to
capital as their resources (Teece, 1998; Zack, 1999 as cited in Dunford, 2000).
business organizations (Kreiner, 2002) and their competitive advantage is based on the
capacity of taking effective action on knowledge (Lytras | ., 2002) by way of managing
competitive advantage (Perez and de Pablos, 2003). With this development has come
2000) as such, when knowledge management was introduced to the business world, many
recommended tool for profitable approach to business management (Chauvel and Despres,
2002) and it is been a target for academics and practitioners whereby, knowledge
management is being addressed by a broad range of academic literature and popular press
three generation the first is the recognition and familiarizing with knowledge management
in 1990-1995, the second generation emerged in 1996 where new jobs for knowledge
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of knowledge management with new methods and results (Metaxiotis | ., 2005).
Knowledge is not a static commodity it has a high value in its exploitation to deliver new
market and relative value (Newman, 1997) and according to Argote and Ingram (2000) as
cited in Magnier-Watanabe and Senoo (2009) previous research has shown that the
people, tools and tasks provide a basis for competitive advantage in firms. Knowledge
management and deployment of knowledge within the enterprise (Carrion, | ., 2004).
affectively use knowledge management in the organizations due to the fact that
organizations fail to grasp the concept of how knowledge can be managed. According to
Kleindl, 2003 as cited in Call, 2005 µµAn InformationWeek survey indicated that 94
their business¶¶ and yet it is µµreported that at least half of all knowledge management
initiatives fail; some peg the failure rate as high as 70 percent¶¶ (Rossett, 2002 as cited in
thoroughly examining the concept of knowledge and the transfer and utilization of
resource management and production processes and the use of knowledge management
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among employees is required to gain access to this knowledge to further improve the
Lang, 2001). Tactic knowledge involves beliefs, point of views, technical skills and
know-how thus is hard to express (Magnier-Watanabe and Senoo, 2009; Lang, 2001)
solving, and new product developments (Silvi and Cuganesan, 2006) which can be
augmented and shared via interpersonal interaction and strong caring social
activities such as order filling, inbound logistics, supply ordering, production computer
aided designs that are executed by using technologies (Silvi and Cuganesan, 2006) and
formal standard procedures (Silvi and Cuganesan, 2006; Lang, 2001) as such explicit
knowledge is easily captured artificially through manuals and is shared with others
through books or taught courses (Lang, 2001). The conversion mode of explicit to
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and generating value (Perez and de Pablos, 2003) and Nonaka | ., (2000) as cited in
Magnier-Watanabe (2009) showed that the base of knowledge creating processes are
knowledge assets and further categorize them into four types which are:
1-? Experiential knowledge assets- that consist of the shared tacit knowledge built
through shared hands-on experience among the members of the organization, and
between the members of the organization and its customers, suppliers and
affiliated firms.
through the assets based on the concepts held by customers and members of the
organization.
3-? Systemic knowledge assets- that consist of systematized and packaged explicit
knowledge.
4-? Cultural (routine) knowledge assets- that consists of the tacit knowledge that is
knowledge (Carrion | ., 2004) this is further seen to in the latter part of the literature
review. However, there is no framework on why some organizations can gain higher
capacity of knowledge management than others and it is unclear due to hidden causal
ambiguity which exists when a firm¶s sustained competitive advantage is not fully
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challenge and initiative (Fenwick, 2007). Knowledge workers own the means
of production (Wickramasinghe and Ginzberg, 2001; Lang, 2001) that is, the
knowledge workers decides on how great their yield of knowledge will be and
A study done by Smith and Rupp (2002) confirms that the de-coupling of
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they have been subject to a merit increase that did not coincide with their
and should be motivated through incentives that goes with their performance as
they are decisive in how much they will be contributing to the organization and
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performance by way of getting the right knowledge to the right people at the
right time (O¶Dell and Jackson 1998, p. 4, as cited in Kakabadse | ., 2003)
and in order to achieve performance result both tacit and empirical knowledge
and that utilized knowledge does not always result in improved performance.
However, it was noted that transfer of knowledge between units within the
., 1995 as cited in Kalling, 2003) and the link between knowledge and
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Further supporting to the above, the research carried out by Zack | ., (2009)
2010). It is noted that organizational performance can be achieved not only via
framework that can provide a structure for analysis and a lens through which to
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In a world that faces rapid changes that require quick action to be taken for
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Lewrick (2009) states that in order to bridge the gap between knowledge and
innovation stating: "we ¦ the | | |
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From this also we can see that knowledge creates value in the
and products and services become obsolete almost overnight (Carrion | .,
2004) employees can help to improve organization performance (de Jong, and
enables to re-bundle and revitalize existing and newly acquired resources into
research and break through ideas to sustain business and promote success.
(Lewrick, 2009). It all comes to the culture withheld in the organization, and if
the market as leaders enhance the formulation of the culture among employees
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and Hartog, 2007) and companies will be unable to attract creative innovative
Vandenbrink, 2004)
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According to Kakabadse | ., (2003) it can be argued that knowledge management is not
about managing knowledge but about changing entire business cultures and strategies of
organizations to ones that value learning and sharing. Also, it is important to realize that
cannot be managed (Kakabadse | ., 2003) and every organizations has to first change its
culture to successfully implement knowledge management (Call, 2005). There are four
basic stages in which organizational strategy for knowledge management are structured,
that constitute the knowledge management process (Perez and de Pablos, 2003). They are
as follows:
4-? Establishing mechanisms for the use and re-use of this knowledge, both for individuals
organization but it is unclear on how and why some organizations can manage knowledge
in a higher capacity than others. Organization can sustain its competitive advantage by
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skills learnt from trial and error and performance critique rather than knowledge fully
organizational learning (Lopez | al., 2004). Thus, the culture of the organizations plays
an important role in the successful implementation and transfer of knowledge within the
(2001) the five phases of knowledge management; knowledge creation which is the
ability of an organization to develop novel and useful ideas and solutions (Marakas,
1999, p.440 as cited in Bhatt, 2001), knowledge validation is the extent to which a firm
can reflect on knowledge and evaluate its effectiveness for the existing organizational
organization and knowledge application in which firms make knowledge more active and
relevant creating values, allows an organization to learn, reflect, and unlearn and relearn,
competencies.
However to fully utilize and benefit from these five phases of knowledge management
knowledge in their corporate strategies. This means that the top level management will
play an important role in leveraging knowledge within the organization in their processes.
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readiness to exploit it and seen to timing for release new products or processes (Newman,
position within that industry (Lang, 2001). As such, a successful link between the
knowledge and profit is also, tacitly reflected in the field of strategic management.
hindrance of knowledge creation within the organization. It reduces the problems arising
from insufficient linkage between knowledge management and corporate strategy due to
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The most difficult to control resources are the employees in the organization
culture in turn will affect HRM polices towards that culture. Hence, HRM
task: the willingness of individual to share and integrate their knowledge is one
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The core organizational competency comes from developing new technology via the
signifying system or captured by (semi) stable concepts that can be used to denote
objects of knowledge (Styhre, 2003). KMS is one temperament in the chain involved
over time. (Adams and Lamont, 2003). Although technology can assist a well-
alone do not possess the qualities required to provide organizations with sustainable
competitive advantage (Adams and Lamont, 2003). According to Lang (2001) recent
information and most existing knowledge management systems cannot allow the kind
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knowledge management system does not retain any new knowledge in the
organization or manage any new knowledge through the software obtained for it.
resource are deliberations about what information should be included, how best to
organize it, and who should be authorized to access and alter it (Lang, 2001).
Technology may bring knowledge management system into the organizations but it¶s
the human capital that is going to manage the knowledge in the knowledge
believes the most important component of the knowledge management system is the
company¶s employees. Further to support this, the research done by Park | ., (2004)
mediated by human behavior. Also Park | ., (2004) data analysis revealed sufficient
systems must connect people to enable them to think together and to take time to
articulate and share information and insights they know are useful to others in the
innovative and learning based organizational activities (Adams and Lamont, 2003).
competencies and competitive advantages over time (Adams and Lamont, 2003)
existing competitive advantages and the creation of new, more effective and efficient
products processes (Adams and Lamont, 2003) It also include provision, circulation,
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and storage of internal reports and information needed to utilize firm resources
effectively and efficiently and creation, processing, and distribution of data into
learning opportunities such as joint venture, mergers and acquisition (Hambrick, 1981
as cited in Adams and Lamont, 2003) also is a way of gaining benefit for the
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It is seen that in today¶s rapid changing world knowledge plays an important role. As
products, processes and innovation that can gain competitive advantage it has become
cannot be managed without knowing what kind of knowledge is needed within the
organization, as per the review it is highly important to differentiate among the available
knowledge and in finding the right knowledge requirement of the organization. Hence an
ultimate importance is given to the human capital and the capability of organizations to
enable the employees to share knowledge for further enhancing to the successful
knowledge sharing culture in the corporate strategy enables the transfer of knowledge
among the employees in the organization in making use of the knowledge to gain
competitive advantage. It is seen that organizational culture also plays an important role
advantage for the modern business organizations. Despite of all these above factors
market and there is need for further empirical studies to build the link on how these
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|
and.
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Peña, I
#$%%$'µ Knowledge networks as part of an integrated knowledge management approach¶,
| | || Vol. 6, No. 5, pp. 469-478.