Flexible Identities and Cross-Border Knowledge Networking. / Moore, Fiona.

In: Critical Perspectives on International Business, Vol. 12, No. 4, 03.10.2016, p. 318-330.

Research output: Contribution to journalArticlepeer-review

Published

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Flexible Identities and Cross-Border Knowledge Networking. / Moore, Fiona.

In: Critical Perspectives on International Business, Vol. 12, No. 4, 03.10.2016, p. 318-330.

Research output: Contribution to journalArticlepeer-review

Harvard

Moore, F 2016, 'Flexible Identities and Cross-Border Knowledge Networking', Critical Perspectives on International Business, vol. 12, no. 4, pp. 318-330. https://doi.org/10.1108/cpoib-06-2012-0031

APA

Moore, F. (2016). Flexible Identities and Cross-Border Knowledge Networking. Critical Perspectives on International Business, 12(4), 318-330. https://doi.org/10.1108/cpoib-06-2012-0031

Vancouver

Moore F. Flexible Identities and Cross-Border Knowledge Networking. Critical Perspectives on International Business. 2016 Oct 3;12(4):318-330. https://doi.org/10.1108/cpoib-06-2012-0031

Author

Moore, Fiona. / Flexible Identities and Cross-Border Knowledge Networking. In: Critical Perspectives on International Business. 2016 ; Vol. 12, No. 4. pp. 318-330.

BibTeX

@article{bee3029f81fb4fbab81aaefee51512bc,
title = "Flexible Identities and Cross-Border Knowledge Networking",
abstract = "PurposeThis paper aims to explore and discuss the use of the flexible, discursive nature of ethnic identity as a means of facilitating the construction and use of transnational knowledge networks.Design/methodology/approachThis paper examines the influence of “intangibles” on international business (IB), using a case study examining how Taiwanese people in London construct and use their professional networks for knowledge management. The methodology is ethnographic, including participant-observation, interviews and archival research.FindingsTaiwanese businesspeople in London used their ethnic identity for networking, not only within the Taiwanese community, but also combined different identities to network through different groups. The findings suggest that the flexible nature of identity provides a means by which knowledge networks can be constructed across borders, providing insight into the actual processes through which knowledge is transferred in IB.Research limitations/implicationsAn identity approach can add a more nuanced analysis of real-life situations to the more traditional culture-focused approach. Greater methodological variety is needed if IB studies are to incorporate more complex perspectives on cross-cultural management, and to develop this study{\textquoteright}s conclusions.Practical implicationsManagers who are aware of the complexities of ethnic identity can exploit these among themselves and their employees to seek out new sources of knowledge.Originality/valueThis paper provides insight into the means and processes through which transnational networks are constructed and knowledge shared across borders, and the seldom-analysed role of identity, in this case ethnic identity, in these phenomena.",
keywords = "Identity, cross-cultural, networks, ethnography, MNCs, Taiwan, Germany, UK, mergers, globalization",
author = "Fiona Moore",
year = "2016",
month = oct,
day = "3",
doi = "10.1108/cpoib-06-2012-0031",
language = "English",
volume = "12",
pages = "318--330",
journal = "Critical Perspectives on International Business",
issn = "1742-2043",
publisher = "Emerald Group Publishing Ltd.",
number = "4",

}

RIS

TY - JOUR

T1 - Flexible Identities and Cross-Border Knowledge Networking

AU - Moore, Fiona

PY - 2016/10/3

Y1 - 2016/10/3

N2 - PurposeThis paper aims to explore and discuss the use of the flexible, discursive nature of ethnic identity as a means of facilitating the construction and use of transnational knowledge networks.Design/methodology/approachThis paper examines the influence of “intangibles” on international business (IB), using a case study examining how Taiwanese people in London construct and use their professional networks for knowledge management. The methodology is ethnographic, including participant-observation, interviews and archival research.FindingsTaiwanese businesspeople in London used their ethnic identity for networking, not only within the Taiwanese community, but also combined different identities to network through different groups. The findings suggest that the flexible nature of identity provides a means by which knowledge networks can be constructed across borders, providing insight into the actual processes through which knowledge is transferred in IB.Research limitations/implicationsAn identity approach can add a more nuanced analysis of real-life situations to the more traditional culture-focused approach. Greater methodological variety is needed if IB studies are to incorporate more complex perspectives on cross-cultural management, and to develop this study’s conclusions.Practical implicationsManagers who are aware of the complexities of ethnic identity can exploit these among themselves and their employees to seek out new sources of knowledge.Originality/valueThis paper provides insight into the means and processes through which transnational networks are constructed and knowledge shared across borders, and the seldom-analysed role of identity, in this case ethnic identity, in these phenomena.

AB - PurposeThis paper aims to explore and discuss the use of the flexible, discursive nature of ethnic identity as a means of facilitating the construction and use of transnational knowledge networks.Design/methodology/approachThis paper examines the influence of “intangibles” on international business (IB), using a case study examining how Taiwanese people in London construct and use their professional networks for knowledge management. The methodology is ethnographic, including participant-observation, interviews and archival research.FindingsTaiwanese businesspeople in London used their ethnic identity for networking, not only within the Taiwanese community, but also combined different identities to network through different groups. The findings suggest that the flexible nature of identity provides a means by which knowledge networks can be constructed across borders, providing insight into the actual processes through which knowledge is transferred in IB.Research limitations/implicationsAn identity approach can add a more nuanced analysis of real-life situations to the more traditional culture-focused approach. Greater methodological variety is needed if IB studies are to incorporate more complex perspectives on cross-cultural management, and to develop this study’s conclusions.Practical implicationsManagers who are aware of the complexities of ethnic identity can exploit these among themselves and their employees to seek out new sources of knowledge.Originality/valueThis paper provides insight into the means and processes through which transnational networks are constructed and knowledge shared across borders, and the seldom-analysed role of identity, in this case ethnic identity, in these phenomena.

KW - Identity, cross-cultural, networks, ethnography, MNCs, Taiwan, Germany, UK, mergers, globalization

U2 - 10.1108/cpoib-06-2012-0031

DO - 10.1108/cpoib-06-2012-0031

M3 - Article

VL - 12

SP - 318

EP - 330

JO - Critical Perspectives on International Business

JF - Critical Perspectives on International Business

SN - 1742-2043

IS - 4

ER -