How do Leaders Share Knowledge? : A single case study of a multinational corporation.

Abstract: Problem: The number of MNCs in the world are expanding and there is an ever-growing interest in how knowledge is shared since it is said to improve the organization's competitive advantage. It is further argued in existing literature that leadership, and more specifically the leadership behaviors, play a role in how knowledge is shared within multinational corporations. However, few examples from the international setting exist, which led the authors of this thesis to further explore this area of research. Purpose: The purpose of this research paper is to explore what types of leadership behaviors influence knowledge sharing in a multinational corporation, and how these behaviors impact how leaders share knowledge. Methodology: In order to fulfill the purpose of this thesis and to properly answer the research question a qualitative approach was chosen. The empirical data was collected through a single case study of a Swedish MNC, Alpha, with subsidiaries abroad. The sample consisted of six participants who hold leadership positions within Alpha, and who continuously travel abroad to the subsidiaries in their work assignments. Findings: The authors of this thesis found evidence that leaders working in an international setting, such as an MNC, need to possess certain behaviors found in the description of both transactional and transformational leaders. However, the empirical data contribute to the current body of research by showing that these leaders also need to possess the behavior of cultural awareness, to have a deeper understanding of how the different cultures are represented within an organization.