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dc.contributor.authorEspedal, Bjarne
dc.contributor.authorGooderham, Paul N.
dc.contributor.authorJordahl, Atle
dc.date.accessioned2010-11-30T13:03:08Z
dc.date.available2010-11-30T13:03:08Z
dc.date.issued2010-09
dc.identifier.issn1503-2140
dc.identifier.urihttp://hdl.handle.net/11250/166324
dc.description.abstractThis working paper explores if Global Leadership Development programs (GLD programs) can be a vehicle for developing the social capital of Multinational Enterprises (MNEs) and ultimately enhance knowledge sharing across organizational units. Drawing on both qualitative interview and survey data from a Norwegian MNE, we argue that how and to what extent a GLD program can be a means for developing social capital that promotes cross-border knowledge sharing depends on how such a program is designed. We find one factor crucial for social capital development and knowledge sharing: the GLD program has to be based on an assumption that leadership is a function of the social resources and capabilities that are embedded in heedful and trustful relationships in organizations. Thus, a GLD program that is based on a traditional, individualistic conceptualization of leadership (associated with self-interests) does not lead to development of social capital.en
dc.language.isoengen
dc.publisherSNFen
dc.relation.ispartofseriesWorking paperen
dc.relation.ispartofseries2010:39en
dc.titleGlobal leadership development programs as a means to develop the social capital necessary for knowledge sharing in multinational enterprisesen
dc.typeWorking paperen
dc.subject.nsiVDP::Samfunnsvitenskap: 200::Økonomi: 210::Samfunnsøkonomi: 212en


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