Knowledge management in SMEs and MNCs: matching knowledge mobility mechanisms to supply network configuration profiles

Abstract

While ‘knowledge mobility’ presents significantly different challenges for SMEs and MNCs, it is strongly influenced by two common factors: the type of knowledge to be integrated and the configuration of the operations network. Here, SMEs and MNCs are required to make critical decisions about ‘levels’ of collaboration and knowledge sharing with network partners. A Knowledge Mobility Configuration (KMC) framework was developed, tested and refined using five case studies indicative of a growing shift towards information and knowledge-intensive activities. In terms of contribution, there has been limited empirical research to-date into the determinants of successful knowledge transfers in MNC-SME network contexts. The network configuration element of the KMC framework provides insights on how such networks evolve, and how specific knowledge mobility profiles may evolve over time. This more nuanced approach may be used as a basis for a proactive and differentiated approach to knowledge mobility and integration across SME and MNC networks.

Keywords:

• Knowledge management
• knowledge sharing
• knowledge mobility
• network configuration
• MNCs
• SMEs

Notes on contributors

Tomás Harrington is Senior Lecturer/Associate Professor of Digitalisation and Operations Management at Norwich Business School, University of East Anglia (UEA). Prior to joining the Faculty of Social Sciences at UEA in August 2017, Tomás spent 8 years at the University of Cambridge, Institute for Manufacturing. His research and practice interests focus on industrial systems transformation, enabled by the adoption of advanced manufacturing and digital technologies. In addition to his research activities, he has been significantly involved in a series of consultancy projects with leading multinational companies and in the development of the multi-organizational network (MON) suite of management tools for industry (which focus on network configuration, organizational design, network integration and capability assessment). Previous senior roles in industry have encompassed new product development, process design, and big data analytics – most recently with Intel Corporation. Tomás holds Bachelor’s and Ph.D. degrees (Chemistry), and an MBA (distinction) for which he received a Chartered Management Institute Award in 2008.

Jagjit Singh Srai is Head of the Centre for International Manufacturing, Institute for Manufacturing, University of Cambridge. His research focuses on the analysis, design and operation of international production, supply and service networks and the disruptive impacts of new technologies, markets and regulations. As Research Director of Project Remedies, a £23m collaborative research programme involving leading Pharmaceutical firms applied research explores how new technologies may transform healthcare supply chains. Jag also advises leading multinationals, governments and international institutions including UNCTAD, UNIDO, WEF. Previous roles have been in the industry with Unilever, working as a Supply Chain Director of a multinational regional business, Technical Director of a national business and other senior management positions. Dr. Srai holds a first-class honours degree in Chemical Engineering from Aston University, MPhil and Ph.D. degrees in International Supply Networks from Cambridge University, is a Chartered Engineer and a Fellow of the Institute of Chemical Engineers.

Mukesh Kumar is a University lecturer at the Department of Engineering, University of Cambridge, specializing in sustainable and resilient supply chains within emerging and developed industrial systems. He has developed risk management processes for global manufacturing investment decisions and supply networks. Before joining the University of Cambridge, Mukesh’s previous roles were in the financial sector as a senior analyst and corporate finance consultant. He holds a Ph.D. from the University of Cambridge, in the area of Manufacturing Investment Risk.