Question

all of the following are reasons why many organizations tap only a fraction of the potential that is available from cross-border transfer of knowledge and innovation, except:

barriers of language, cultural, and geographic distances

lack of trust among people at different locations

divisions sometimes view knowledge and innovation as power and want to hold onto it

economies of scope can increase a companys market power as compared to competitors

Explanation:

🆕 New Concept Discovered: Cross-Border Knowledge Transfer Barriers
Understanding why global organizations struggle to share ideas.

Step 1: Analyze the question

The question asks us to identify which option is NOT a reason why organizations fail to fully utilize cross-border knowledge and innovation transfer. This means we are looking for an option that is either a benefit of global operations or unrelated to the barriers of sharing knowledge across borders.

Step 2: Evaluate the options

• Barriers of language, cultural, and geographic distances: This is a well-known obstacle that prevents smooth communication and knowledge sharing across international offices.
• Lack of trust among people at different locations: Trust is essential for sharing proprietary or valuable information; without it, employees are hesitant to share knowledge.
• Divisions sometimes view knowledge and innovation as power and want to hold onto it: This describes "knowledge hoarding," a common internal political barrier where departments protect their own interests rather than collaborating.
• Economies of scope can increase a company's market power as compared to competitors: This is a general economic benefit of producing a variety of goods or services, rather than a barrier preventing the transfer of knowledge.

Step 3: Identify the exception

Since the first three options are direct, well-documented barriers to cross-border knowledge transfer, the fourth option is the exception.

Answer:

Economies of scope can increase a company's market power as compared to competitors