The impact of leader roles on cross‐border knowledge management and the development of boundaryless business models: A case study of Thai construction companies

Abstract

Knowledge management (KM) is a wide‐ranging concept that includes the acquisition, sharing, creation, and application of knowledge in a single, or group of, associated organisations. There are various kinds of KM models developed in business innovation. However, the significance of KM becomes apparent in the ever more complicated and competitive environment. Although these business models comprise a range of conflicting or ambiguous definitions and conceptualisations, they hold in common the importance of knowledge and, by extension, KM in achieving the strategic and operational goals of the redefined business model. Using a qualitative study, this study investigates the impact of leader roles on the practice of cross‐border KM and boundaryless business model development. A series of in‐depth interviews were conducted with managers, senior engineers, and junior engineers working in four internationalising construction companies in Thailand (n = 33). A directed qualitative content analysis was used. The study identified a several leadership roles that contributed to KM across borders, including vocal support for KM, policy formation, sharing and facilitating knowledge sharing, communicating about KM requirements, and the direction and monitoring of KM activities. However, the managers in this study have not effectively fulfilled most of these roles.