Alex understands WeTransfer and its commitment to creativity like no other and appreciates the company’s unique growth potential. “The decision to appoint Alex was a logical and unanimous one for the Board. Under his leadership, WeTransfer has grown to become not only a household name but a brand that has balanced profit and purpose, while delivering productivity tools that improve the lives of creatives around the world.” Martha Lane Fox, Supervisory Board Chair at WeTransfer, says, “After more than five years at WeTransfer, we say farewell to Gordon with immense gratitude for everything he has done to grow the business, and take it to where it is today. Gordon has been working closely with both Alex and Melissa since they joined, and particularly over the last few weeks to ensure a smooth transition. 574-590.Both the appointments will be effective from May 17, 2022. (2021), "Knowledge management, sharing and transfer in cross-national teams and the remote management of team members: the onsite-offshore phenomenon of service EMNEs", Journal of Global Mobility, Vol.
Wetransfer headquarters full#
To read the full article, please see the Journal of Global Mobility publication: It is vital for EMNEs to remain innovative by developing two-way interaction between the headquarters and subsidiaries to create and exchange new knowledge. Local staff is employed in functional and administrative roles in the subsidiaries, and their knowledge input is limited to help reduce the Indian firms’ liability of foreignness. This results in a one-way transfer or forward diffusion of knowledge. In addition, the physical presence of specialized expatriates who draw on the onsite-offshore relationship in host countries assures local responsiveness and data storage within the host country and under the local regulations. To support these firm-level advantages, much of the work is undertaken by experts in the headquarters. However, this relationship between headquarters and subsidiaries is not necessarily on an even keel. This provides Indian IT MNEs with significant cost advantage and enables them to compete with other players in the market to offer IT services at a cost-effective price and tailor their services to the needs of their customers and maintain an international competitive advantage. The business model enables the team members working on IT projects to be located between the home country (offshore) and the host country (onsite) to coordinate these projects and transfer knowledge between the headquarters and the subsidiaries. The data from 16 Indian IT subsidiaries in Australia confirms that the onsite-offshore business model is integral to Indian firms’ ability to manage globally dispersed, cross-national teams. What type of knowledge is being shared, and what role do expatriates play in this process? This raises questions about how EMNEs remote and proximately manage, share, and disseminate knowledge in cross-national teams. Clearly, the ethnocentric view of knowledge being generated and transferred from developed countries no longer holds sway. Tata Consulting Services and Infosys are some Indian IT firms that dominate the sector and have a global presence. This issue is even more pertinent in information technology (IT) firms, which are knowledge-intensive. However, less is known about how emerging market multinational enterprises (EMNEs) manage the knowledge in subsidiaries in developed countries. It is a given that multinational enterprises (MNEs) use globally distributed networks, including transnational teams spanning multiple geographical and cultural boundaries. Technology firms rely on the tacit knowledge held by their employees as it provides them with a competitive advantage. Verma Prikshat, Cardiff Metropolitan University, UK Ferreira, University of Beira Interior, Portugal Rammal, University of Technology Sydney, Australia Parth Patel, Australian Institute of Business, Australia
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