Micro-Bargaining as Enhancer of Knowledge Management

5 Theoretical Overview of the Variables and Development of Hypotheses (S. 123-124)

Once the theoretical framework and the methodology used in this research have been explained in chapters 2 and 3 respectively, the focus point of this chapter is the theoretical delimitation of the used variables and the construction of hypotheses. In order to do that, the dimensions of the three components of a Micro-Bargaining process (situation, strategy and success) to be used in this research are delimited and theoretically justified.

In order to analyse how Micro-Bargaining can be used as enhancer of Knowledge Management in different countries, the supporting theories to be selected must take into account three constraints. First, the study should permit a cross-cultural analysis. Second, the Micro-Bargaining strategies should be oriented to requests of knowledge. And third, the success factors must measure cultural characteristics that allow the share of knowledge and, therefore, constitute a culture that is friendly to Knowledge Management.

As detailed in section 2.3, every Micro-Bargaining process is threefold: (1) situation, (2) strategy and (3) success. The situation defines the initial point of the Micro-Bargaining processes. The strategy describes the way the Micro-Bargaining is conducted, specifically the shape and the approach of the request. And the success describes whether the request was successful or unsuccessful and the way in which the relationship between parties is affected.

The situation block is conformed by the components of Darwiportunism and by Hofstedes dimensions. Since Darwiportunism has been observed as one of the main barriers of the share of knowledge among individuals, the components of Darwiportunism (Darwnism and Opportunism) are included in the situation block. Hofstedes dimensions serve to analyse the organizational cultures and allow a cross-cultural study with a strong theoretical support.

As mentioned in section 2.4.8, after the analysis of the most important approaches of cross-cultural analysis, Hofstedes approach was found to be the most appropriate for this research. This decision was taken because of many reasons. (1) Hofstede presents a cultural map that includes both nations contemplated in this research Germany and Mexico. (2) Hofstedes dimensions for cross-cultural analysis is one of the most cited and is perhaps the most widely used. Therefore, thanks to the available literature, it provides a robust basis for any cross-cultural study. And finally, (3) all of the dimensions proposed by Hofstede, excluding power distance, have a counterpart in one or more of the other cross-cultural approaches reviewed.

The Micro-Bargaining strategies are conformed by the five strategies to overcome the reluctance to share knowledge found in the explorative interviews: Contextualization, Involve Organizational Layers, Involve Social Networks, Offer Incentives and Ingratiation. The name “ingratiation” proposed by Kipnis, Schmidt and Wilkinsons was adopted instead of “personal closeness to the source of knowledge”. As mentioned in section 4.1.2, these five strategies are theoretically supported by Kipnis, Schmidt and Wilkinsons influence tactics. The third component of a Micro-Bargaining process, that is “success”, are characteristics that allow the share of knowledge.