Background: Mergers and acquisitions (hereinafter referred to as M&As) are increasing in their importance and they have become a commonly applied strategic option for organizations. A major reason for an acquisition is often the objective of gaining new knowledge from the acquired company and then transferring that knowledge among other parts within the acquiring organization. Furthermore, the explicit and tacit nature of knowledge is essential for the transfer of knowledge during M&As. Also, the process of knowledge transfer is dynamic and complex and thus, numerous challenges can arise along the way. As proved by the literature individuals are the key factors, which constrain the transfer of knowledge in M&As. Aim: Despite the extensive existing literature in the area of knowledge transfer, it provides a rather static view and thus, less is known about the dynamic process nature of knowledge transfer in M&As. Therefore, the purpose of this qualitative research is to gain deeper understanding of how the process of knowledge transfer evolves over time and how employees constrain it within the acquiring organization during the post-acquisition phase in a merger and acquisition (hereinafter referred to as M&A). In addition, the redefined models in this thesis provide a foundation for future research. Methodology: This thesis is based on a qualitative single-case study method, which builds upon empirical data of an anonymous Swedish international organization (hereinafter referred to as Globex) operating in the manufacturing sector. Theoretical constructs are applied in order to form a generalization. First-hand information is primarily used for this thesis, which was collected in the form of in-depth interviews with the employees of Globex. In order to present the analysed data in a more understandable and visible manner, tables and graphs were applied. Furthermore, our research method is based on the iterative grounded theory, which deals with organizational process research. Thus, we were able to analyse the dynamics in the knowledge transfer process despite its high level of complexity. Due to this complicated essence of the knowledge transfer process, we were unable to explore it entirely and could not acquire all necessary information. However, we still contribute with novelty to the academic society, as previous research explores the static view of knowledge transfer and our research relies on its dynamics. Results: The process of knowledge transfer and how it evolves is illustrated with the necessary phases for its accomplishment. The first model, which demonstrates the dynamic nature of the knowledge transfer process during M&As, is presented. In order to positively influence the transfer of knowledge, enablers should be applied. The second model highlights the importance of planning the process of knowledge transfer within the post-acquisition phase during M&As. Lastly, constraints from the employees’ side can influence the transfer of knowledge. The importance to consider enablers and constraints during the knowledge transfer is also emphasised. Theoretical implications: We urge that more research should accentuate on the process nature of the knowledge transfer and should further explore its dynamics and complexity especially in the context of organizational changes, such as M&As. Managerial implications: Managers should understand the evolving nature of the knowledge transfer process and strengthen their focus on the planning phase of knowledge transfer in order to minimize the issues during the post-acquisition phase.

Transnational knowledge transfer projects (TKTP) has become a strategic way for organizations to transfer knowledge across national boundaries in order to maintain their competitive position. However, the complex and unique nature of TKTPs makes these difficult for project managers (PMs) to handle and the lack of a solid foundation among scholars thus required further insight into what affects these types of projects and how they can be managed. The purpose of this research was to gain a deeper understanding of which critical factors appear and how PMs can facilitate the execution of TKTPs. The research purpose was addressed through an abductive approach, using a multiple case study of projects at a selected case company, able to provide great insights regarding TKTPs and the management of such projects. In total, three different projects were chosen, whereby a total of 18 interviews were performed with participants from each project. The results showed that certain critical factors must be taken in consideration and dealt with by PMs at a certain point in time, i.e. during the different phases of the TKTP. As such, PMs are able to facilitate the execution of TKTPs. The results are further presented in a framework, illustrating a process presenting each phase in detail with the corresponding critical factors and how PMs can deal with them. Prior literature regarding knowledge transfer projects (KTP) in general is not sufficient to receive a comprehensive understanding of the transnational perspective, i.e. the added complexity in transferring across national boundaries. The results provided in this research hence extend the previous literature by viewing in detail which critical factors appear and how managers can facilitate the execution of TKTP by presenting a framework illustrating the additional critical factors, and how managers can deal with them. The managerial implications entail that as TKTPs and organizations are so unique, the framework must be adapted to the specific situation at hand. In addition, the framework further helps PMs to overcome the complexity of TKTPs, as it guides PMs through the project phase by phase. The results provide PMs with directives to facilitate the execution of TKTPs and a foundation for new global business opportunities.

The essence of an effective knowledge transfer process for a technical organization cannot be overemphasized. It does not only translate to its advancement but also improves the learning capacity of the staff in the organization. The purpose of this work is to analyze and diagnose the current process of technical knowledge transfer It goes further to proffer a suitable model of design process for the technical instructions (which is one form of knowledge that is present in the organization) so as to improve not only the instructional manual but also the processes involved. The instructional model is a model gotten from the field of instructional technology (a sub-sect of educational technology) which is used to achieve this feat.

There is a paradox in the literature where the amount of cross-border M&As are increasing, even though there is a high volume of unsuccessful cross-border M&As. According to researchers, it can be due to lack of knowledge regarding the knowledge transfer process. Therefore, this study aims to grasp the technological knowledge transfer process and how enablers and constraints influence it during the post-acquisition phase. To fulfil the aim, data was collected through a qualitative case study where eight interviews were held with managersand non-managerial employees that had an important role in the studied technological knowledge transfer process. In addition, case documents were provided by the case company and a site visit was conducted. The results indicate that the technological knowledge transfer process is complex and dynamic, making it difficult to distinguish different phases as they overlap. The results also show that the technological knowledge transfer process is influencedby certain enablers and constraints, which in turn either facilitate or challenge the process. However, the enablers and constraints can vary depending on if the perspective of the senderor receiver of knowledge is applied.

<p>The essence of an effective knowledge transfer process for a technical organization cannot be overemphasized. It does not only translate to its advancement but also improves the learning capacity of the staff in the organization.</p><p>The purpose of this work is to analyze and diagnose the current process of technical knowledge transfer</p><p>It goes further to proffer a suitable model of design process for the technical instructions (which is one form of knowledge that is present in the organization) so as to improve not only the instructional manual but also the processes involved.</p><p>The instructional model is a model gotten from the field of instructional technology (a sub-sect of educational technology) which is used to achieve this feat.</p>

Background: Globalization, technological advancement and opportunity of capturing new markets have pushed business organizations to expand their business in the inter- national market. As a result, companies have established their subsidiaries in the host country and control their business from headquarters. Moreover, headquarters provide all the support such as training, strategies and knowledge to their subsidiary to perform better and help to build competitive advantage. The importance of knowledge transfer has increased in recent decades because knowledge is considered as an asset. Aim: The aim of the study is to analysis the method of knowledge transfer (explicit and tacit) from multinational companies headquarter to their subsidiaries. Methodology: In this paper, qualitative research approach has been followed with con- tent analysis technique. Primary data has been collected through interviews and Conve- nience sampling technique were used. Findings: Findings of the study shows that MNCs are using agency theory and knowl- edge base theory to transfer knowledge to their subsidiary. Most of the cases it has been observed that headquarters appeared as a knowledge creator whereas subsidiaries only utilize that knowledge. Moreover, manufacturing based companies transfer more explicit knowledge and service based companies transfer more tacit knowledge. Almost every MNCs use training, seminars, creating social groups and written instructions to transfer explicit and tacit knowledge to their subsidiaries. Study also found that there are some internal (hoarding behavior, non-invented here syndrome) and external factors (culture, language, location) which affect the knowledge transfer process of MNCs. Contribution of the study: This study will help managers around the world to under- stand the core concept of knowledge transfer, knowledge transfer method and factors affecting knowledge transfer. On the other hand, it will also help to design flawless channels to transfer knowledge. Scope of further studies: More interviews can be added including managers from the subsidiaries to get a more broader perspective. Also the studies can be done with com- paring different industries since knowledge is different depending on the industry. For example, the service Industry has more tacit knowledge than in the manufacturing indus- try.