By Topic

Using tacit knowledge in organizational change: A case study of the Swedish model of management in Singapore

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$31 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

1 Author(s)
Cordeiro-Nilsson, C.M. ; Center of Int. Bus. Studies, Univ. of Gothenburg, Gothenburg, Sweden

As a result of greater individual mobility, international organizations face the challenge of creating, harvesting, managing and retaining employee knowledge effectively. This study focuses on the use of tacit knowledge by Swedish managers in order to direct Swedish managed Singapore subsidiaries effectively. The concept of knowledge in this paper is situated in interpretive discourse, working with the assumption that knowledge is socially constructed, embedded in social and cultural contexts. The purpose of this study is two-fold, (i) to show how Swedish managers in Singapore leverage their tacit knowledge in the form of the Swedish management model to implement organizational changes, and (ii) to outline the effects of the use of the Swedish management model in Singapore on creating, harvesting and the retaining of knowledge within the organization. The methods of analysis employed are grounded theory and discourse analysis on long interviews.

Published in:

Management of Innovation and Technology (ICMIT), 2010 IEEE International Conference on

Date of Conference:

2-5 June 2010