Creating and sharing knowledge within a transnational team—the development of a global business system

Abstract

By mean of transnational teams, local knowledge of business units can be leveraged to a global level for the development of common global business solutions in the multinational corporation. We investigate this increasingly valuable means of supporting the creation and sharing of knowledge. Empirical evidence from a case study of a transnational team identifies socialization of team members as perhaps primary for efficient creation and sharing of knowledge, and information technology as secondary.