Contextualizing AMO Explanations of Knowledge Sharing in MNEs: The Role of Organizational and National Culture

• Published in: Management international review 2022-12, Vol.62 (6), p.859-884
• Main Authors: Gooderham, Paul N., Pedersen, Torben, Sandvik, Alexander Madsen, Dasí, Àngels, Elter, Frank, Hildrum, Jarle
• Format: Article
• Language: English
• Subjects: Business and Management; Business Strategy/Leadership; Business units; Collaboration; Colleagues; Competence; Corporate culture; Cultural factors; Emerging Markets/Globalization; Employee motivation; Evaluation; Indirect effects; Influence; International business enterprises; Intrinsic motivation; Knowledge sharing; Knowledge transfer; Management; Methods; Motivation; Multinational corporations; Operations Management; Organization; Organizational culture; Recruitment; Research Article
• ISSN: 0938-8249; 1861-8901
• DOI: 10.1007/s11575-022-00483-0

Ability, motivation, and opportunity (AMO) approaches have dominated studies of knowledge sharing in multinational enterprises (MNEs). We argue that there is a need to consider both the national and organizational cultural contexts. Beyond their direct influence on knowledge sharing with colleagues in other business units (BUs), national and organizational culture significantly reinforce the positive relation between individual motivation and knowledge sharing. Thus, our multi-level approach to knowledge sharing in MNEs gives rise to a contextualized AMO approach that provides a novel and more potent understanding of variations in knowledge sharing. At the individual level, our approach includes the degree of ability in the sense of professional competence, intrinsic motivation, and opportunities to interact with colleagues in other BUs. At the organizational and country levels, we examine the direct and indirect effects of a collaborative culture on knowledge sharing. We employ data from an MNE that operates across a variety of regions, including the Nordic countries, Central and Eastern Europe, and Southeast Asia. The sample consists of 11,484 individuals nested in 1235 departments in 11 countries. As well as confirming the significance of individual competence, intrinsic motivation, and opportunities for interaction for knowledge sharing, our findings reveal that both organizational culture and national culture are important factors for our understanding of knowledge sharing. This suggests that over and above recruiting intrinsically motivated employees, managers can enhance knowledge sharing by developing collaborative organizational cultures at the departmental level.