The impact of global leadership development programs on social networks and knowledge sharing in multinational enterprises.
Journal article, Peer reviewed

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Date
2012Metadata
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Original version
Human Resources Management & Ergonomics 2012, 6(2):45-65Abstract
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