Effective transfer of tacit knowledge across borders - A case study of DHV in the Netherlands and India

摘要: The increasing internationalization causes an need for organizations to effective transfer knowledge across borders in order achieve competitive advantage. DHV-Group plans expand their Rail & Stations Business Unit India. Therefore, they gain insight how between the Netherlands and India way with aim of economic benefit. This research focuses on tacit knowledge, because this is often more difficult than explicit knowledge. The literature states that four factors are influence effectiveness borders: motivation sender receiver, communication tools which used, use expatriates, differences organization cultures. A mixed-method approach has been used if these also influencing at DHV-Group. A questionnaire was collect quantitative data. Forty employees completed questionnaire, whom 31 Dutch nine Indian employees. results were analyzed a correlation- regression analysis. Furthermore, two projects observed qualitative data: DMIC KEIP. Eight project members interviewed about vision members. The show found review all transfer. Motivation organizational cultures mentioned as most factors. striking result external regulation negatively influences his intrinsic motivation. correlation needs further research. To face-to-face contact necessary. ICT mainly however it could support does not experiences competence expatriates optimally. There no training program there little expatriates. Finally, next power distance level individualism, difference long-term orientation seems be influence. However, research. Next factors, other cross border research. initial phase great determined by leader therefore importance. He involve he create open atmosphere share knowledge. HR selecting right people implementing HR strategy. So, recommended clear corporate strategy add policies; should invest international business plan; develop expatriate implement incentive policy borders; focus retention knowledge; investment facilitate needed; teambuilding; finally, adopt management style supports