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The impact of global leadership development programs on social networks and knowledge sharing in multinational enterprises.

Espedal, Bjarne; Gooderham, Paul N.; Evensen, Heidimarie
Journal article, Peer reviewed
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URI
http://hdl.handle.net/11250/275186
Date
2012
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  • Articles (SOL) [143]
Original version
Human Resources Management & Ergonomics 2012, 6(2):45-65  
Abstract
Taking as its starting point the significance of social networks for knowledge sharing in multinational

enterprises, this paper has a particular focus on the role global leadership development programs may

have on both social networks and knowledg

e sharing in

multinational enterprise

s. The concept of

social networks is developed using social capital theory. Our data is derived from

Norfert,

a

Scandinavian

multinational enterprise

, which in 2007 introduced its first such program, “LEAD”. In

order to

examine the impact of LEAD we deploy a mixed

-

methods approach. Contrary to our

theoretically driven assumption the longitudinal quantitative data suggest that participation in LEAD

had a no positive effect on knowledge sharing. We therefore employed quali

tative data in order to

explain this finding which we did in terms of the particular cultural and organizational context in

which LEAD was created.
Description
With permission from publisher
Publisher
Publisher of HRM&E
Journal
Human Resources Management & Economics

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