International mobility and knowledge transfer in Serbia Thomas Jackson 19 September 2010

Workplace as a site for knowledge sharing Transfer of skills and knowledge by return migrants. Whether highly skilled have potential to transfer knowledge. Workplace is key site for knowledge transfers. Mobility, development and knowledge management literatures are not integrated We can use knowledge management literature to analyse transfers.

Method Survey and in-depth interviews in Serbia Nvivo and Qualitative Comparative Analysis of interviews; statistical analysis of survey data. Theoretically-informed technique - transparent

Factors that influence knowledge sharing in the workplace Nature of the knowledge Motivation to share Opportunities for sharing Culture of the workplace Overlap between the factors Knowledge sharing is a voluntary act; “…a conscious act by an individual who participates in the knowledge exchange even though there is no compulsion to do so.” (Ipe 2003)

Knowledge Acquired knowledge that is unavailable in the homeland. Knowledge gap among colleagues, in the organisation, in the profession Value attached to knowledge Willingness to adapt knowledge to local environment Codified versus tacit knowledge dimension

Motivation to share Value attributed to skills Choose to work with others Good relations with colleagues; ‘othering’ of foreign experience Shared understanding Tactics for influencing work practices Connections Autonomy and responsibility

Opportunity to share Training and sharing Teamwork Peripheral position within workplace Linguistic and cultural communication Absorption capacity for knowledge Managerial oversight

Culture of the workplace Internationally-oriented Norms and procedures that advocate individual ownership of knowledge Hierarchy Power and status attributed to those with unique knowledge Strongly-established norms of trust and co- operation Informal learning forums

Factors that lead to satisfaction at work Timing of the transition process (opportunity to make an impact). Opportunities and responsibilities not available elsewhere to apply knowledge and develop skills. Informal work environment. Strong relations with colleagues. Work / life balance

Dissatisfaction Inability to apply skills. Undeveloped market in Serbia in profession. Lack of professionalism Need for connections to do anything in Serbia Lack of recognition of qualifications and knowledge Hostility and distrust from colleagues

Conclusion - prime factors for knowledge sharing  Recognition  Trust  Management oversight  Autonomy and responsibility  Exposure to foreign networks  Resources