Knowledge sharing in a global automotive corporation

This paper reports on research undertaken into Knowledge Sharing (KS) within the Sales and Marketing Operations of a global automotive company. The organisation had set up a Global Knowledge Centre to promote and coordinate KS between its markets. The research aimed to understand the effectiveness and barriers to KS by interviewing senior managers from markets around the world. The findings identified the key role of informal KS but challenged the conventional belief that interpersonal ‘homophily’is a key antecedent for KS to take place. The research identifies instead key market characteristics that act as a greater factor in determining what is considered as relevant and creditable knowledge within the organisation. In conclusion the concept of ‘homoplily’ is redefined in the context of the global corporation.