Knowledge-Embedded Management for Knowledge Transfer in Multinational Corporations: A Theoretical Model and Empirical Validation

Abstract

This paper presents a comprehensive theoretical framework and empirical validation of knowledge-embedded management practices for facilitating knowledge transfer within multinational corporations (MNCs). In today's globalized business environment, MNCs face significant challenges in effectively leveraging and transferring knowledge across diverse geographical and cultural boundaries. Drawing upon the concept of knowledge-embeddedness, which emphasizes the integration of knowledge into organizational routines, processes, and systems, this study develops a theoretical model that elucidates the key dimensions and mechanisms underlying successful knowledge transfer within MNCs. The proposed model incorporates factors such as knowledge codification, absorptive capacity, socialization mechanisms, cross-cultural communication, and contextual adaptability, which are hypothesized to influence the effectiveness of knowledge transfer initiatives. Through an empirical investigation involving MNCs from various industries and regions, we empirically test the proposed model using structural equation modeling (SEM) techniques. The empirical findings provide valuable insights into the factors that contribute to successful knowledge transfer within MNCs, highlighting the importance of aligning organizational practices with the embedded nature of knowledge. Additionally, this research offers practical implications for MNC managers and policymakers seeking to design and implement knowledge management strategies that foster cross-border collaboration, innovation, and competitive advantage. By bridging theory and practice, this study contributes to advancing our understanding of knowledge transfer dynamics in the context of multinational corporations and provides a roadmap for enhancing organizational effectiveness in the global knowledge economy.