The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 17 Issue 1 / Apr 2019  pp1‑99

Editor: Ettore Bolisani

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Knowledge Sharing and Organizational Culture Dimensions: Does Job Satisfaction Matter?  pp1‑18

Wioleta Kucharska, Denise. A. D. Bedford

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The Strength of Trust Over Ties: Investigating the Relationships between Trustworthiness and Tie‑Strength in Effective Knowledge Sharing  pp19‑33

M. Max Evans, Ilja Frissen, Chun Wei Choo

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Knowledge and Innovation: an Empirical Analysis of Firm’s Organization in the Baltic Countries  pp34‑48

Annunziata de Felice, Antonella Biscione, Isabella Martucci

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Knowledge Creation in a Participatory Design Context: The use of Empathetic Participatory Design  pp49‑65

Stephen Kyakulumbye, Shaun Pather, Mmaki Jantjies

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Further Insight into Knowledge Transfer in Post‑acquisition Integration: A Case Study in a MNE  pp66‑78

Sylva Žáková Talpová

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Abstract

Ineffective integration is commonly referred to in the literature as one of the reasons why mergers and acquisitions fail to meet expectations. An essential driver of post‑acquisition integration is the transfer of knowledge‑based resources. Efficient knowledge transfer in the post‑acquisition phase contributes significantly to the ultimate success of the acquisition. In this paper, a longitudinal case study approach is used to examine factors in the post‑acquisition integration of a MNE (multinational enterprise) that can directly or indirectly affect knowledge transfer, and to link them to their possible causes. Specifically, it focuses on factors in the areas of culture, language, communication and technology. To explore the development of post‑acquisition integration in the cross‑border setting, research was conducted four and six years after the acquisition both in the acquiring and the acquired unit. Results from an in‑depth interview and questionnaires show that the majority of negative factors influencing knowledge transfer in post‑acquisition integration could be minimized by proper and focused due diligence and more importantly, by a highly‑developed integration plan. The findings may be of considerable interest to medium‑sized companies acquiring entities abroad and could benefit future research into knowledge transfer in the post‑acquisition integration in an international setting. 

 

Keywords: knowledge transfer, post-acquisition integration, acquisition, mergers and acquisition (M&A), case study, knowledge transfer factors

 

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Toward a Deeper Understanding of Competitive Knowledge Assets  pp79‑88

Scott Erickson, Helen N. Rothberg

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The Times They are (Not?) A‑Changing: Recent Trends of Knowledge Management Literature  pp89‑99

Ettore Bolisani, Enrico Scarso

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