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Identity, knowledge and strategy in the UK subsidiary of an Anglo-German automobile manufacturer

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  • Moore, Fiona

Abstract

This paper uses a qualitative case study of an Anglo-German automobile manufacturing plant to investigate the role played by the strategic self-presentation of national, class and ethnic identities by different groups within the organisation in knowledge management and power relations in multinational corporations (MNCs). I explore this using a ‘negotiated culture’ approach to cross-cultural management. My findings are, firstly, that knowledge management played a crucial part in strategic self-presentation and thus in power relations. Secondly, that an examination of knowledge management activities from this perspective provided a way of analysing the complexity of intergroup interaction in the organisation. Thirdly, that workers as well as managers engage in knowledge management and strategic action. I conclude that a qualitative analysis of knowledge management can help researchers and managers deal with the complexities of social behaviour in organisations, and suggest frameworks for understanding of the impact of identity on knowledge management.

Suggested Citation

  • Moore, Fiona, 2012. "Identity, knowledge and strategy in the UK subsidiary of an Anglo-German automobile manufacturer," International Business Review, Elsevier, vol. 21(2), pages 281-292.
    • Handle: RePEc:eee:iburev:v:21:y:2012:i:2:p:281-292
    DOI: 10.1016/j.ibusrev.2011.03.003
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    1. Mabey, Christopher & Nicholds, Alyson, 2015. "Discourses of knowledge across global networks: What can be learnt about knowledge leadership from the ATLAS collaboration?," International Business Review, Elsevier, vol. 24(1), pages 43-54.

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