Proceedings of the 8th International Conference on Intellectual ...

Palmira Juceviciene and Vyda Mozuriuniene
At <strong>the</strong> moment, Company X has reached <strong>the</strong> third stage <strong>of</strong> <strong>the</strong> multinational company development.
At this stage, all <strong>the</strong> subsidiaries and headquarters are a part <strong>of</strong> <strong>the</strong> interrelated network. Such an
organization, according to Chini (2004), has its units <strong>of</strong> unique resources, skills, capacities, and
knowledge. Therefore, <strong>the</strong> head <strong>of</strong>fice does not necessarily have to play a dominating role in <strong>the</strong>
company, <strong>the</strong>reby increasing company’s possibilities to be flexible in reacting to market changes, and
<strong>the</strong> conventional hierarchic management structure is replaced by hypertext management.
The company cares about its employees, respects and values both young and senior employees. It
provides good conditions to work and relax in all <strong>the</strong> outlets. Special attention is given to <strong>the</strong> selection
<strong>of</strong> new employees and staff development. The competence management process is in place,
coordinated by <strong>the</strong> HR unit in Finnish headquarters. The employees <strong>of</strong> <strong>the</strong> subsidiaries also learn
within <strong>the</strong>ir companies and outside.
4.2 Analysis <strong>of</strong> <strong>the</strong> empirical research data
The empirical research data will be used to answer <strong>the</strong> following questions: is organizational knowing
always sufficient to successfully perform work at an organization? What type <strong>of</strong> knowledge is mainly
possessed by employees? What type <strong>of</strong> knowing do <strong>the</strong> employees tend to enhance more:
organizational, i.e. recognized as important by <strong>the</strong> organization, or informal? What type <strong>of</strong> knowledge
(explicit or tacit) dominates in organization’s enhanced knowing, explicit or tacit?
4.2.1 Knowledge required to successfully perform work at an organization: is organizational knowing
enough?
Percentage ratings (PR) are employed to analyze <strong>the</strong> structure <strong>of</strong> organization’s knowing (explicit and
tacit knowledge <strong>of</strong> individual, group, and <strong>the</strong> entire organization’s levels) at <strong>the</strong> subsidiaries in <strong>the</strong>
Baltic States.
The employees <strong>of</strong> <strong>the</strong> analyzed Company X subsidiaries in Lithuania (LV), Latvia (LT), and Estonia
(EE) need to possess ra<strong>the</strong>r extensive organizational knowing on an individual level required to
successfully carry out <strong>the</strong> work (see Figure 1; in this and <strong>the</strong> following figures, <strong>the</strong> word “knowledge”
means explicit and tacit knowledge): up to 34 percent in Lithuania, up to 27.8 percent in Latvia, and
up to 28.4 percent in Estonia. The employees in all <strong>the</strong> three countries admit that this knowledge is
needed most, compared to <strong>the</strong> need for o<strong>the</strong>r types <strong>of</strong> knowledge.
Figure 1: Organization‘s knowing (by different levels) needed to acomplish work successfully in
subsidiary <strong>of</strong> Company X (in percent)
The subsidiaries recognize <strong>the</strong> following knowledge in <strong>the</strong> organizational knowing structure as <strong>the</strong>
most needed: knowledge at an individual level ranks highest, <strong>the</strong> need for knowledge at a group level
is lower, and <strong>the</strong> knowledge at <strong>the</strong> entire organization’s level is <strong>the</strong> least.
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