The document discusses knowledge management in international firms. It covers topics such as gaining access to external knowledge, international training and development concepts/models, leadership training in multinational organizations, and using technology in international training management. Specifically, it discusses managing knowledge across borders, training employees to remain competitive internationally, and challenges that international organizations face compared to domestic businesses.

1. Agenda
 Managing Knowledge in International Firms
Gaining excess to External Knowledge
 International Training and Development
Concepts and Models
 Leadership Training and Development in
Multinational Organizations
 Technology in International Training management

2. Training employees is indispensable for
international organizations in order to remain
competitive.
International Organizations are far more
exposed to challenges than domestic
businesses because they not only cater to
global markets but face competition
everywhere.

3. Inefficient employees
Less productive
More mistakes
Declining revenues and profit

4. Productivity
Innovation
Low employee turnover
High employee morale and Self-Esteem

5. Recruitment and Selection
Training
Development
International Team
Pre-departure Training
International Assignments

6. The aim in a global business is to get the best ideas
from everywhere. Each team puts up its best ideas
and processes constantly. That raises the bar. Our
culture is designed around
making a hero out of those who translate ideas
from one place to another, who help somebody
else. They get an award, they get praised and
promoted.

7.  Truly global operations means having a team of international
managers who are available to go anywhere in the world.
 Provide international experience to many levels of managers
 Short-term development assignments ranging from a few months
to several years
 International job rotation
 Attendance at common training and development programs held
either in the parent country, or regional centers, or both
 International meetings in various locations that foster interaction
and personal networks

8. The international assignment emerges as an
important way of training international
operators, developing the international team,
or cadre, as well as helping to build personal
networks to support soft-control
mechanisms. In this sense, an international
assignment is both training (gaining
international experience and competence) and
managerial and organizational development

9.  Expatriates are vital for the growth of
international business as they provide skills,
talent, innovations, entrepreneurialism and
knowledge transfer.
 Expatriates are a great value for MNCs due to
the various attributes as presented in Table

10. Career Cycle
 The career cycle begins with the identification of
the best performers in the home country and
offers him/her a foreign job in subsidiary
company. Otherwise, the best qualified
candidates with best performance record apply
for a foreign job in foreign organizations. The
foreign organizations select the employees
based on the job fit.

11. Preparing for Foreign Assignment
 The next stage involves preparing the employee
for foreign assignment and family members for
foreign orientation. These activities involve
language training, foreign social and cultural
orientation to employee and family members
and job training to employee.

12.  Most of the expatriate employees fail in the first
foreign assignment either at the initial stage itself or
at different latter stages either due to cultural shock
or due to maladjustment with the host country's
climatic, security and other environmental
conditions or due to maladjusted with the job
demands or with the behaviour of superior and
colleagues and organizational requirements.
 For example, a Japanese employee could not adjust
with his superior's management style in Toyota in
Brisbane and returned to his country within three
months of his assignment

13. Why Expatriates Fail?
There would be several reasons for the failure of the expatriates in
their foreign assignments. The Board reasons include:
 Inability of spouse to adjust to foreign environment
 Inability of employees to adjust
 Other family Problems
 Employee's personal or emotional maturity
 Inability to cope up with larger overseas responsibilities
 Difficulties with new environment
 Absence of educational, health and recreational facilities in host
countries
 Lack of technical and job related competence
 Unsafe living and working conditions in host countries.

14. 1. Lack of Technical and Managerial Competence
2. Employee's Inability to Adjust to Organizational
Climate
3. Employee's Personal and Emotion Immaturity
- broad mindedness, mental stability, emotional
intelligence and balance
4. Unattractive Pay Package
-Employees experience high income tax rate, high
cost of living and other ground realities after a few
months of their arrival in the host country. Added to
this, fluctuations in foreign exchange rates reduce
their savings or financial gains from the foreign
assignment

15. 5. Poor Educational, Health and Recreational
Facilities
6. Unsafe Living and Working Conditions
7. Family Problems
-Various studies indicate that this is one of the
major problems for expatriate's failure. Employees'
family problems at home like old parents, and
other dependents, social and family events,
customs and traditions to be performed influence
the employee and his/her spouse to think of
repatriating to home country
8. Inability of spouse to Adjust

16. Spouses fail to adjust to a foreign country's
environment due to:
 Lack of familiar social network of family and
friends;
 Language differences that make difficult of
developing new friends and network;
 Feel of tapped at home;
 Immigration rules that inhabit the spouse to
take up part-time employment;
 Cultural variations;

17.  Poor educational, health and recreational facilities at the
host country;
 Unsafe living and working conditions in the host country;
 Development of dual career family groups at home and
inability of one of the spouses to get employment in the
same city of the host country.
One study indicates that 49% the spouses were employed in
the host country before commencement of foreign
assignment of an expatriate employee and only 11% were
employed during the assignment. Another study indicates
that main reason for turning down of foreign assignment
has been due to spouse's career at home.
One study found that lack of spouse's satisfaction is
responsible to the tune of 22% of expatriates' failure

18. 3. Staffing Techniques
4. Areas of Global Training and Development
 Technical training;
 Functional training;
 Strategic management skills training;
 Soft-skills training;
 Cross-cultural training;
 Language training;
 Pre-departure training;
 Expatriate training;
 Training for short-term assignments;
 On-the-job training assignments;
 Global mind-set training;
 Team training;
 Management development

19. Program Information/Skill
 Pre-Departure
Training:
 Post-Arrival
Training:
 Integrative
Training:
Basic cultural knowledge, broad about the location, climate,
current, banking, marketing, education, health, transportation,
hotels, recreational, etc.
Values, beliefs, perceptions, attitudes, specific behaviours at the
eating places, educational institutions and with superiors,
subordinates,colleagues and other stakeholders.
Deeper involvement in personal and family lives of superiors,
subordinates, colleagues and other stakeholders that affect work
culture. Habits, priorities, preferences and specific behaviours of
various cultures. Infuse the value that ‘all cultures are good and
follow the giveand take and accommodative approach’.

20.  Cultural awareness programs
 Preliminary Visits
 Language training
 Practical assistance
 Training for the training role
 TCN and HCN expatriate training

21.  Five stages:
1) Determination of Training Needs
2) Design of Training Courses
3) Implementation of Training Courses
4) Assessment of Training Utility
5) Renewal of Training System

22. Internationalization of training function can be
attributed partially to leardership development
initiatives.
since this is the area where organisations have
realized benefits of moving away from
localization of training particularly the design
and development of training courses.

23. Today, increasing number of global
organizations have built a globally valid
leadership competency framework based on
which leadership development courses are
designed and delivered.
Companies such as Microsoft, Amazon and
Google Have their own Leadership
development centres imparting leadership
development aligning to their company vision
and culture as illustrated below:

24. Tough and highly result-oriented culture
Leadership competency Framework
Trained and Coached on this below Principles
1. Customer Obession – Observe customers not competitors
2. Ownership – ‘its not my job’
3. Invent and Simplify – new ways-simplify p-do not believe that we have the best
solution
4. Are right, a lot – diverse perspectives
5. Hire and develop the best – Hire and Promotion, Develop leaders, coaching &
mentoring- Exceptional Talent
6. Insist on the highest standards – Push and Motivate their employees
7. Think big – serve customers, think differently.
8. Bias for Action – Speed decision making
9. Frugality – Growing fixed cost not encourgaed
10. Learn and be curious – seek to improve, new possibilty, new exploration
11. Earn Trust – Listen attenticely, speak candidly and treat respectfully, benchmarking
12. Dive deep – Operate at all levels, stay connected, audit frequently
13. Have backbone; disagree and commit
14. Deliver Results – right quality

25. A leadership competency framework helps you
to clearly define your leadership goals and how
they will enable your organization to succeed.
It also creates a common leadership language
that aligns the expectations and actions of
leaders at all levels and roles.

26.  Effective Communication. ...
 Building Your Leadership Style. ...
 Developing People. ...
 Using Emotional Intelligence. ...
 Managing Stress And Conflict. ...
 Leading Innovation And Change. ...
 Leading Remote Teams. ...
 Conclusion.

27. HR's main goals in organizations are to attract,
select, motivate, and maintain talented employees
in their roles, and technology has changed the way
HR processes are managed.
HRIS shapes the integration between IHRM and
information technology.HRIS is a management
system specially designed to provide managers
with information to make personnel decisions.
It Is a system that allows you to keep track of all
employees and information about them. It is
usually done in databases, or more often in a
variety of inter-related databases.

28. Information systems have increased the
efficiency of IHRM through more efficient
recruitment methods, organizational
communication, employee participation, and
increased skills of personnel managers.

29. Objectives of information systems HRIS shapes
the integration between IHRM and information
technology.
Accurate
Relevant and
Timely

30. HRIS enables to collect, store, manipulate,
analyze, retrieve and distribute information
from the internal and external environment.
External
Internal

31. Examples of information collected from human
resources rooms or from their surroundings and
that is part of HRIS, such as:
Employee information (name, age, qualifications;
Type of employee employed during the year;
Training and development;
Performance appraisal results;
Promotion, demotion, transfer, separation of
employees;
Compensation packages, both financial and non-
financial, are provided;
Absenteeism and revenue; Maintenance, safety and
health services

32. Human resources available from different
sources;
Training and development facilities available
outside the organization;
Expectations of human resources from the
organization;
Government policies affecting employment
conditions and employment laws;
The trade union movement and its attitudes to
employers; IHRM practice benchmarks

33. Technology in IHRM
Information technology has influenced almost
every aspect of the organizational process,
including IHRM processes and practice. From a
position associated with administrative
management, the information system has
become a strategic partner of organizations,
largely due to the use of technology in
International Organizations

34. Cost
Access
Standardization
World-class course content
Instruction Design
Highly Reliable

35. Automation and adaptive learning
Digital Medium
Examples of digital media include software,
digital images, digital video, video games, web
pages and websites, social media, digital data
and databases, digital audio such as MP3,
electronic documents and electronic books

36. This digital solution communicates, processes,
and stores information in digital form. We can
here mention the computer as the most known
typical example of a digital system. Also,
mobile phones, radios, megaphones, and many
more are considered digital systems.

37. What type of technology is automation?
Automation involves a very broad range of
technologies including robotics and expert
systems, telemetry and communications,
electro-optics, Cybersecurity, process
measurement and control, sensors, wireless
applications, systems integration, test
measurement, and many, many more

38.  Mobile Learning
 Online digital Training
Youtube
Netflix
Technologies-Skype,Google,Hangouts
Videobased Training
 HTML and Responsive design
Hypertext Markup Language
 Data Analytics
 Robotics – assisted learning

39. The process of Knowledge Management is the
process of being able to document, store, and
communicate data and information so that it can
be applied to a company’s knowledge.
It is often used as a way to help educate
employees, give employees access to information,
and store knowledge in an organized format.
The primary goal of Knowledge Management is to
be able to efficiently get the right information and
knowledge to the right person in a timely manner.

40. Knowledge management is the conscious process of
defining, structuring, retaining, and sharing the
knowledge and experience of employees within an
organization.
The primary goal of knowledge management is
facilitating the connection of staff looking for
information, or institutional knowledge, with the
people who have it.
It often refers to training and learning in an
organization or of its customers. It consists of a cycle
of creating, sharing, structuring, and auditing
knowledge to maximize the effectiveness of an
organization’s collective expertise

41. Knowledge management in practice
Knowledge management can be separated into
three main areas:
 Accumulating knowledge
 Storing knowledge
 Sharing knowledge

42. Types of knowledge
When discussing knowledge management, it is helpful to consider the different
types of knowledge and how it is possible to share them within an organization.
The information knowledge management covers can generally be broken down
into three main types:
 1. Explicit knowledge is knowledge and information that can be easily
codified and taught, such as how to change the toner in a printer and
mathematical equations.
 2. Implicit knowledge is knowledge that explains how best to implement
explicit knowledge. For example, consider discussing a task with an
experienced co-worker. They may provide explicit steps detailing how to
complete the job. But they may also use their understanding of the situation
to consider different options and decide the best approach for your given
circumstances. The experienced employee utilizes and shares their implicit
knowledge to improve how the team operates.
 3. Tacit knowledge is knowledge gained through experience. Therefore, it is
more intuitive and less easy to share with others. Examples of tacit
knowledge are “know-hows”, innovative thinking, and understanding body
language.

43. Examples of knowledge management
 Staff retiring
An employee’s knowledge and skillset grow as they spend time
with an organization. As a result, staff typically retire with a
wealth of expertise that the company needs to mine using
efficient knowledge management processes in order to reduce
disruption and prevent workforce knowledge gaps.
This means identifying and capturing the meaningful
information that needs to be retained by the organization and
determining the best approach for storing and distribution.
 Employee transfer or promotion
When staff change positions within a company, they must
develop additional skillsets and expertise to match their new
role.
Efficient knowledge management procedures simplify delivering
this information to create a seamless transition from one
position to another.

44. Benefits of knowledge management
A survey of over 286 people working in knowledge
management across a range of industries, locations,
and company sizes found the most significant
benefits to be:
 Reduced time to find information
 Reduced time for new staff to become competent
 Reduced operational costs
 Improved customer satisfaction
 Improved bid win/loss ratio

45. Knowledge management process

46. 1. Introduction
 A primary rationale for the existence of MNCs is
their ability to transfer knowledge more
effectively and efficiently than through market
mechanisms
 Accenture invested in the development of a
global knowledge management system with
thousands of databases where consultants would
enter knowledge about projects into the system
for other members to access it.

47. Sender unit’s ability and willingness.
● Disseminative capacity refers to the ability and willingness of organisational
members to share knowledge (Minbaeva and Michailova, 2004).
▪ For sharing explicit knowledge, this pedagogical ability is evidenced by source
unit’s proficiency in codifying knowledge in manuals, reports and systems
avail.to other parts of the corporation.
▪ Sharing tacit knowledge is more difficult, requiring skills in interpersonal and
face-to-face interaction (good language and communication skills and
understanding of cross-cultural factors).
▪ For knowledge sharing to take place, the source of the knowledge must be
willing to share it (Szulanski, 1996): ‘why help others in an organisation with
something that is a key competitive advantage for one’s own career?
● Social status and reputation play important roles in shaping the context for
knowledge sharing: people gain status when considered as knowledgeable and
sharing knowledge with others is a good way for them to enhance their
reputation.
▪ Knowledge sharing requires social networks within the MNC where reputations
are built and where people learn not only what the useful sources of knowledge
are, but also who is willing to engage in joint problem solving.

48. Receiver unit’s ability and willingness
Relationship between the sending and
receiving units

49. Disseminating information about superior
performance and knowledge
▪ It is important to identify superior practices by
measuring relevant dimensions of unit
performance. By making performance data widely
available, the units can themselves uncover
examples of unique and valuable knowledge.
❖Alfa Laval Agri from Sweden held quarterly
meetings for all its subsidiary managers where
they were required to present performance data
along multiple dimensions, which helped to reduce
the bias present in internal assessments of
capabilities and stimulated knowledge sharing
among the units (Monteiro et al., 2008).

50. Employing HRM practices that influence the
ability and motivation of employees to absorb
knowledge
▪ Research shows that successful
implementation of traditional HR practices can
enhance a unit’s absorptive capacity (Minbaeva
et al., 2003) e.g. by recruiting people with
required skills/knowledge or investing in
training and development. Performance
management systems give employees direction
for enhancing their competencies to meet the
organisation’s knowledge needs

51.  When individuals perceive that they are rewarded
for their performance and expertise, sharing
knowledge with others may be seen contrary to
their interest
 Knowledge sharing is part of the formal
performance reviews for managers and
engineers. Schlumberger field engineers have
objectives relating to best practices, lessons
learned and other aspects of knowledge sharing.
An incentive system encouraging collaboration
and knowledge sharing is more likely to produce
these outcomes than a performance evaluation
system

52.  intrinsic motivation is more effective than
the motivation of extrinsic rewards when tacit
knowledge is involved. In certain
circumstances, the use of rewards may be
counter-productive, which implies that we
cannot simply pay for a knowledge-sharing
behaviour: such collaborative behaviour must
be encouraged and facilitated

53. Selecting expatriates with knowledge sharing
in mind
▪ Cross-border transfers of personnel is one of
the most important levels of knowledge
sharing that MNCs have at their disposal. The
close interactions of experienced expatriates
with employees in their local units offer
opportunities for sharing tacit knowledge

54.  Toyota’s global strategy has been focused on
gaining market share by building manufacturing
plants in markets all over the world. Employees
from these new locations were taught the Toyota
Way (production and manufacturing philosophy
of continuous improvement), tacit knowledge
transferred through extensive of expatriates.
❖Toyota expanded and did not have enough
expatriates. To speed up the learning process and
to reinforce the knowledge transfer mechanism,
Toyota created a Global Production Center in
Toyota City with the goal of accelerating
development of local employees with deep
knowledge of the Toyota production system (TPS).

55. Designing appropriate structural mechanisms
▪ Various lateral structural mechanisms are
used in part or primarily to stimulate
knowledge sharing. E.g., product development
committees with members that represent
different geographic units and functional areas
are established with the aim of tapping into the
different perspectives and pools of experience
that the members bring to the committee

56. Building a conductive social architecture: social
capital, social norms and global mindsets
▪ The social relationship between the source
and the receiver is another strong determinant
of knowledge sharing within MNCs

57. Improve quality of service to users
Improve user satisfaction
Increase adoption of self learning
Reduce time to diagnose, incidents and
problems
Reduction in training time and costs
Faster adoption of new or changed services.

58. Knowledge Marketplace
Knowledge Evaluation and Training
Knowledge Retention