|Publication type:||Conference paper|
|Type of review:||Peer review (abstract)|
|Title:||Knowledge transfer barriers in manufacturing networks|
|Conference details:||Knowledge Transfer and Cultural Diversity in MNC, Neuchâtel, 1-2 July 2014|
|Subjects:||Manufacturing; Transfer; Network; Knowledge|
|Subject (DDC):||658.4: Executive Management|
|Abstract:||Knowledge transfer within a manufacturing network is challenging. However, to unlock the potential of internationally dispersed networks, knowledge transfer is crucial. We add to literature as we not only focus on the coordination mechanism needed to coordinate a network but enhance the framework with plant management behaviour. Based on social-psychological theories we analyse what hinders or enhances knowledge transfer within a manufacturing network. Finally, we present a conceptual framework of manufacturing network coordination which combines macro (coordination mechanism) and micro level (knowledge sharing behaviour) research. In addition, we discuss which results are contradicting, depending on operations management or social psychological theory perspective.|
|Fulltext version:||Published version|
|License (according to publishing contract):||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Organisational Unit:||Institute for Organizational Viability (IOV)|
|Appears in collections:||Publikationen School of Management and Law|
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