Leadership development programmes and the development of social capital in MNEs

Abstract

The setting of this paper is the internal training programme of a major Norwegian multinational enterprise (MNE). The programme is aiming at greater MNE-wide integration in order to promote knowledge sharing. It is shown that this aim has to contend with the degree of external embeddedness of the business units of the participants as well as conflicting organizational identities. It is also shown that financial rewards may promote knowledge sharing.