Master’s Thesis  
 
 
Research Title: Knowledge beyond borders: A qualitative study of migrant 
workers' knowledge creation and transfer experience in MNCs. 
 
  Master’s degree project in International Business and Trade - GM0161 
 
Nancy Tchamtieu and Charles Iheke 
Supervisor: Sarah Franz 
July 28, 2025, Gothenburg 
1 
Table of Contents 
Abstract.........................................................................................................................................................4 
Acknowledgments........................................................................................................................................ 6 
1 Introduction............................................................................................................................................... 7 
1.1 Background and Context................................................................................................................... 7 
1.2 Theoretical Framing and Research Gap............................................................................................ 7 
1.3 Purpose and Aim of the Study...........................................................................................................8 
1.4 Research Objectives.......................................................................................................................... 8 
1.5 Definition of Key Terms....................................................................................................................9 
1.6 Scope and Contribution of the Study...............................................................................................10 
2 Theoretical Framework.......................................................................................................................... 11 
2.1 The Knowledge-Based View (KBV) of the Firm............................................................................ 11 
2.2 Skilled Migration and Knowledge Transfer.................................................................................... 13 
2.3 Knowledge Creation and Innovation Through Workforce Diversity in MNCs.............................. 14 
2.4 Organizational and Social Barriers to Knowledge Utilization........................................................ 16 
2.5 Policy-Level Influences on Skilled Migration and MNC Innovation............................................. 16 
2.6 Theoretical Framework Justification and Integration......................................................................18 
3 Research Methodology............................................................................................................................20 
3.1 Research Approach..........................................................................................................................20 
3.2 Research Design.............................................................................................................................. 21 
3.3 Role of Theory.................................................................................................................................23 
3.4 Data Collection................................................................................................................................ 24 
3.5 Data Analysis...................................................................................................................................27 
3.6 Ethical Considerations.....................................................................................................................30 
3.7 Limitations for Data Collection.......................................................................................................31 
3.8 Limitations for Data Analysis..........................................................................................................32 
4 Empirical Findings..................................................................................................................................33 
4.1 Firm Backgrounds........................................................................................................................... 33 
4.2 Findings........................................................................................................................................... 35 
4.2.1 Organizational Integration..................................................................................................... 35 
4.2.2 Social Inclusion......................................................................................................................37 
4.2.3 Policy Adaptation...................................................................................................................38 
4.2.4 Knowledge Utilization........................................................................................................... 39 
4.3  Summary of Findings..................................................................................................................... 40 
5 Analysis of Findings................................................................................................................................ 43 
5.1 Analysis........................................................................................................................................... 43 
5.2 Theoretical Contributions................................................................................................................ 47 
5.3 Managerial Implications.................................................................................................................. 48 
5.4 Limitations of the Study.................................................................................................................. 50 
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6 Conclusion................................................................................................................................................51 
6.1 Restating the Aim and Methodology...............................................................................................51 
6.2 Summary of Key Findings...............................................................................................................51 
6.3 Theoretical Contributions................................................................................................................ 52 
6.4 Practical and Managerial Implications............................................................................................ 53 
6.5 Study Limitations............................................................................................................................ 54 
6.6 Recommendations for Future Research...........................................................................................54 
6.7 Final Reflections..............................................................................................................................54 
References................................................................................................................................................... 56 
Appendices.................................................................................................................................................. 62 
Appendix 1............................................................................................................................................ 62 
Appendix 2............................................................................................................................................ 66 
 
 
 
 
 
 
 
 
 
3 
Abstract  
The study seeks to explore the role of migrant workers in creating and transferring knowledge in 
multinational corporations. The choice of Sweden is motivated by the country's position as a 
migrant-friendly nation, its innovation-based development, and the recent evolution of its migration 
policies. The study is primarily based on the literature on the Knowledge-Based View (KBV) of the firm, 
examining how it reveals the underlying factors that contribute to the processes of knowledge creation 
and sharing within the firm.  
The research employed a qualitative research method, involving semi-structured interviews with five 
skilled migrant employees and four managers across four multinational corporations (MNCs): Volvo Cars, 
Volvo Trucks, Power Factors, and Northvolt. A thematic analysis approach was adopted to identify key 
factors that shape knowledge creation and transfer, including organisational integration processes, social 
inclusion, managerial support, and the extent to which migration policies influence the perception of job 
security.  
The findings reveal that knowledge resources brought to work by skilled migrants are hindered by 
ineffective integration, the absence of migrant-specific onboarding programs, stringent migration policies, 
and a lack of proper leadership representation further impedes their impact. Additionally, informal social 
factors, such as language barriers, also hinder migrant workers' full participation in organisational 
learning processes.  
This study contributes to the Knowledge-Based View (KBV) by expanding the framework of the theory to 
include policy-level and social dimensions of the knowledge view.  The main takeaways from the 
research are a number of recommendations for managers in harnessing the skills, experiences and 
knowledge of skilled migrant workers for the benefit of the firm. Moreover, the study emphasises the 
4 
importance of diversity but stresses that knowledge creation and transfer require more than diversity. It 
thrives on the wings of intentional organisational practices, inclusive leadership and fair policies.  
Keywords: Skilled migrant workers, multinational corporation, knowledge creation, knowledge transfers, 
migration policy, diversity  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
5 
Acknowledgments 
We express our deepest gratitude to the migrant workers and Swedish managers at Volvo Cars, Volvo 
Trucks, Power Factors, and Northvolt for their generous support and valuable insights, which made this 
study possible. Special thanks are due to our thesis supervisor, Sarah Franz, whose patience, expertise, 
and continuous guidance were instrumental in shaping the quality and direction of our research. We are 
also grateful to the Department of International Business and Trade at the School of Business, Economics 
and Law, University of Gothenburg, for providing a supportive academic environment and access to 
essential resources. Finally, we extend heartfelt thanks to our families and friends for their unwavering 
encouragement and support throughout the course of this thesis. 
 
School of Business, Economics and Law, University of Gothenburg 
July 28, 2025 
 
N.T.W                                                                                                 I C E 
_____________________________                                       ______________________________ 
Nancy Tchamtieu                                                                     Charles Enyinnaya Iheke 
 
 
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1 Introduction 
This chapter examines the significance of diversity within multinational corporations, with a particular 
focus on the role of migrant workers in knowledge creation and transfer. Grounded in the 
Knowledge-Based View (KBV) of the firm, it outlines the context in which knowledge is generated, 
shared, and utilised in globally diverse organisational settings. The chapter introduces the opportunities 
and challenges associated with knowledge transfer in multinational corporations operating in Sweden, 
offering both conceptual and practical insights. It is structured into several key sections: background and 
context, theoretical framework and research gap, aim and purpose of the study, research objectives, 
definition of terminology and the study’s scope and contributions. 
1.1 Background and Context 
The diversity that exists between people who work together can translate into more creative and 
innovative ways of conducting business operations (Singal, 2014). Multinational corporations (MNCs) are 
structured in a way that promotes the interaction of workers from different parts of the world with varying 
backgrounds, perspectives, knowledge, and views (Reiche et al., 2019). Among these workers are skilled 
migrants, who contribute to organisational learning and innovation by bringing technical expertise, 
cultural knowledge, and unique competencies (Reiche et al., 2019). 
1.2 Theoretical Framing and Research Gap 
Knowledge is a vital organisational asset that determines a firm’s level of innovation, competitiveness, 
and growth (Grant, 1996; Kogut & Zander, 1992). According to the knowledge-based view (KBV) of the 
firm, organisations can thrive when they are able to effectively harness and utilise the knowledge and 
expertise of individuals (Grant, 1996). However, there is limited understanding of how the distinct 
knowledge carried by skilled migrant workers, shaped by diverse educational, professional, and cultural 
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backgrounds is absorbed, transferred, and institutionalised within MNCs. This gap raises concerns about 
whether MNCs are fully leveraging the knowledge potential of migrant workers. There is a need to 
explore how organisational structures, social dynamics, and policy frameworks either support or hinder 
knowledge transfer by migrants in the workplace. 
1.3 Purpose and Aim of the Study 
The aim of this study is to explore how multinational corporations in Sweden facilitate, manage, and 
utilize the knowledge created and transferred by skilled migrant workers. The focal point is to understand 
the organizational factors, managerial practices, and the institutional conditions that promote or hinders 
knowledge transfer from migrant employees within the settings of multinational companies.  
The purpose of this research however is to gain insights into the operations of MNCs as it relates to 
identifying, capturing, and leveraging the skills and expertise of skilled migrants in order to enhance 
innovation and firm learning. By integrating both employee and managerial perspectives, the study 
contributes to the literature on the Knowledge-Based View (KBV) of the firm, international human 
resource management and cross-cultural knowledge transfer.  
This aim will be achieved by answering the following research question: 
How do multinational corporations in Sweden facilitate the creation and transfer of knowledge 
contributed by skilled migrant workers? 
1.4 Research Objectives 
To further guide the investigation, this study is structured around the following research objectives: 
● To examine the organizational structure and practices used by MNCs to identify and integrate the 
knowledge of skilled migrant workers.  
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● To understand the role of managers and HR personnel in promoting or hindering knowledge 
transfer involving skilled migrants.  
● To explore how company policies, programs, structures and workplace culture impacts the flow 
of knowledge from migrant employees.  
● To investigate the level to which MNCs formally or informally utilize migrant workers 
knowledge for innovation and learning at an organizational level.  
1.5 Definition of Key Terms 
Skilled Migrants: Skilled Migrants in this study refers to individuals with formal university education, 
training, or relevant work experiences who relocated to Sweden for employment in sectors where their 
knowledge is considered a useful addition to the value proposition of the firm (OECD, 2020, p. 10). 
Knowledge Transfer: Knowledge Transfer refers to the processes through which the expertise, skills, and 
practical know-how of an employee(s) is shared within organisations settings, particularly across 
culturally diverse teams (Szulanski, 1996, p. 28; Grant, 1996, p. 110). 
Knowledge Creation: Knowledge Creation in this study refers to the generation of new insights, 
practices, mechanisms or solutions within an organisation that is often a result of collaboration, 
problem-solving, and the integration of diverse perspectives in the attempt to uncover a more innovative 
approach to business operation (Nonaka & Takeuchi, 1995, pp. 8–11). 
Knowledge: Knowledge in the context of this study refers to both tacit (experiential, hard to codify) 
which are personal possessions of individuals and explicit (documented, transferable and codified) forms 
of understanding that aids the ability to perform tasks and solve problems within organisations (Grant, 
1996, pp. 111–113). 
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Multinational Corporation: Multinational Corporation (MNC). A multinational corporation is an 
enterprise that operates in multiple countries but is typically managed from a home country, coordinating 
its global operations to deliver products, services, or innovation across borders (Bartlett & Ghoshal, 1989, 
pp. 20–21). 
Organizational Integration: Organisational integration describes the structured efforts by firms to help 
new employees, especially migrants, become acquainted with organisational routines, tools and role 
expectations (Kogut & Zander, 1992, pp. 384–386). 
Social Inclusion: Social inclusion in this context refers to the degree of acceptance associated with the 
experience of migrant workers. The value placed on them and being able to fully participate in both 
formal and informal workplace interactions and opportunities (Roberson & Park, 2007, pp. 382–384). 
Migration Policy: Migration policy refers to national or regional laws that regulate the movement, rights, 
and employment conditions of foreign nationals, including work permit requirements, salary thresholds, 
and visa sponsorships (Swedish Migration Agency, 2023). 
Diversity: Diversity in this study refers to the presence of differences in national origin, ethnicity, 
language, cultural background, and professional experience within a workforce, particularly as it relates to 
organisational innovation and team performance (Østergaard et al., 2011, pp. 502–504; Nathan, 2014, p. 
6). 
1.6 Scope and Contribution of the Study 
This study focuses on MNCs operating in Sweden, a country recognized for its innovation-driven 
economy, openness to skilled migration, and evolving migration policies. Sweden provides a compelling 
context for exploring the interplay between diversity, knowledge, and innovation. Theoretically, this 
research extends the KBV by integrating migration an<d diversity perspectives into the understanding of 
10 
knowledge flows. Practically, it provides actionable insights for organisational leaders, HR professionals, 
and policymakers seeking to foster inclusive knowledge-sharing environments and leverage the full 
potential of international talent. 
2 Theoretical Framework 
This study is firmly grounded in theory. The primary theoretical framework employed is the 
knowledge-based theory (Grant, 1996, pp. 2–6), which provides valuable insights into the dynamics and 
impact of knowledge within organizations. This chapter explores this theory in depth, alongside other 
perspectives that influence knowledge transfer in multinational corporations. It draws on studies related to 
skilled migration and knowledge transfer, knowledge creation and innovation through workforce 
diversity, organizational and social barriers, policy-level influences, and concludes with a justification for 
the choice of the theoretical framework. 
2.1 The Knowledge-Based View (KBV) of the Firm 
Grant, (1996, pp. 4-6), through his knowledge-based theory, presents the firm as primarily responsible for 
exploiting its role in integrating its members' specialist knowledge while also acknowledging knowledge 
creation as an individual activity. This perspective on the discourse surrounding the theory of firm 
knowledge has far-reaching implications, as it considers what defines knowledge within organisations and 
examines the characteristics of firm knowledge that make it a complex and significant phenomenon 
(Grant, 1996, pp. 2-3). He argues that the firm's ability to utilise knowledge depends on the features of 
that knowledge, highlighting unique characteristics such as transferability, capacity for aggregation, and 
appropriability. Furthermore, Grant, (1996, p. 2) suggests that the extent to which a firm gains a 
sustainable competitive advantage from knowledge relates to how easily it can be transferred within the 
firm. This involves distinctions such as whether knowledge is explicit or tacit, the ability of the 
knowledge recipient to absorb new knowledge while retaining existing knowledge, and the likelihood that 
11 
firms can capture returns equal to the value created by that knowledge. He bases his argument on two key 
assumptions: that the creation of knowledge is an individual activity, and that the primary role of the firm 
is to apply existing knowledge in the production of goods and services for public consumption. 
Kogut and Zander, (1992, p.1-5) extend the discourse on firm knowledge by asserting that although 
knowledge creation is an individual activity, its expression lies in the regularities by which individuals 
cooperate in socially organised groups or teams within a firm. They argue that if knowledge resides solely 
at the individual level, firms would undergo drastic change simply due to employee turnover. However, 
we know that hiring new employees does not necessarily equate to changing a firm's overall skill set, 
because knowledge is not limited to the individual, it is embedded in the routines and principles that guide 
cooperation within organisations. The authors contend that firms exist as social communities where 
individual and collective expertise are transformed into the creation of economically valuable goods and 
services, enabled by the adoption of higher-order organising principles. According to Kogut and Zander 
(1992, p.3), firm knowledge is a social construct that resides in the organisation of human resources. 
Moreover, firms not only facilitate the transfer of knowledge through social interaction but also oversee 
the creation of new knowledge and foster learning. 
Foss and Pedersen, (2004, p.2) support the work of Kogut and Zander (1993) by affirming that 
multinational corporations (MNCS) can be understood as knowledge-sharing networks. Their existence is 
justified by the extent to which they can create, transfer, integrate, and deploy knowledge more efficiently 
than markets (2004, p.2-6). However, the authors emphasise that various organisational factors influence 
knowledge processes, and consequently, the relationship between these processes and MNC performance. 
One major constraint identified is the lack of comprehensive theories to guide managers in organisational 
design, particularly within knowledge-intensive multinational corporations (MNCS). 
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2.2 Skilled Migration and Knowledge Transfer 
According to Grant, (1996, p.3), knowledge transfer can be defined as the process of both transmitting 
and receiving knowledge, in which employees and employers share their skills, information, experience, 
or ideas with other individuals within a business. The author notes that the extent of knowledge transfer 
depends on the individuals receiving such knowledge and their ability to integrate new knowledge with 
existing knowledge (Grant, 1996, p.3). Nathan (2014, pp.2-5) acknowledges that the last 20 years have 
seen remarkable growth in skilled migration across Europe, the US, and other countries, and these 
growing trends have implications for the population and workforce composition of these receiving 
countries. He argues that, on the part of the organisation, a favourable implication is the tendency for 
skilled migrants to generate production complementarities in high-value and knowledge-intensive sectors. 
He suggests that research-intensive industries, such as science and engineering, may require the expertise 
of highly skilled migrants, as well as the benefits of diversity in team composition. The author believes 
that a diverse work team may be more effective than a team of people who have similar skills in the area 
of solving problems and generating new ideas due to the availability of different perspectives from a wide 
range of individuals. (Nathan, 2014, p.3).  
Ozgen et al., (2014, p.3) suggest that there is a relationship between the concepts of migration and 
innovation. He argues that certain characteristics associated with immigrants, such as entrepreneurship, 
youthfulness, creativity, and resilience, may enhance the innovation of a firm. Moreover, the R&D of 
many firms in developed countries may be constrained, often due to a lack of specialised skills. The 
authors suggest that the limitation on R&D can be compensated for by the supply of highly skilled 
immigrant workers and could result in an increased rate of innovation in industries that are heavily 
dependent on R&D. Also, this may be the case even when employees have a similar level of education 
because country-specific attributes may introduce a level of heterogeneity in the skills set.  
 
13 
Robertson & Park (2007, pp.2-7) examined the link that exists between diversity and firm performance 
and suggested that different forms of diversity (Gender, culture, demography, cognitive) have the 
potential to expand a team's informational resources and by extension, enhance its ability to identify and 
solve organizational problems. In addition, when organisations are led by managers from diverse 
backgrounds, there is an effect on cognitive perspective that fosters the process of identifying 
international opportunities, exploiting resources, and generating alternative strategic advantages, which 
can enable firms to optimise and address issues associated with the business environment. According to 
Nielsen (2017, pp.162-163), networks can ¨provide people with information¨, ¨influence other people in 
the network¨, ¨create social legitimacy¨, and ¨develop and enhance personal identities¨.  
 
2.3 Knowledge Creation and Innovation Through Workforce Diversity in MNCs 
Østergaard, Timmermans & Kristinsson, (2011, pp.1-10) suggest that there is a positive relationship that 
exists between the knowledge base of a firm and its innovative capabilities, stressing that the presence of 
varieties in areas such as knowledge, skills, experience, perspectives among other things as relating to 
workers holds a tendency to advance development in different fields if they are in its nature 
complementary. Moreover, its advantages could extend to the establishment of an organisational routine 
that is broader in scope, allowing for the search and exploitation of both external and internal knowledge 
through interactions and learning activities (Østergaard, Timmermans & Kristinsson, 2011, p.1). The 
authors argue that the cognitive nature of human capital resources, as it combines culture, gender, 
training, and experiences, facilitates the application of knowledge and the combination of skills when 
employees interact and communicate with each other within the organisation. They strengthen these 
positions by referring to the Penrose literature (Penrose, 1959, p.75), where she stated that the unique 
character of a firm can be traced to the heterogeneity of productive services available or potentially 
available from the firm's resource base. They suggest that the presence of diversity in an organisation 
14 
makes it more open to exploiting external opportunities, fostering creativity, and embracing new ideas. An 
essential part of this literature is the observation by the authors that innovation in its nature is a result of 
an ongoing interactive process among employees, therefore, an opportunity to interact and communicate 
in a workplace with employees of diverse knowledge and skill sets will promote the exchange of expertise 
fostering new knowledge creation (Østergaard, Timmermans & Kristinsson, 2011, p.2).   
Minbaeva & Michailova, (2004, p.2) write about the role of expatriates in knowledge sharing within 
multinational corporations. They highlight the use of expatriates as a control and coordination mechanism 
in highly centralised multinational corporations (MNCs). However, a twist to their suggestions is the 
consideration of host-country and third-country nationals for expatriate assignments as a means to 
facilitate a more comprehensive search for the best candidate, regardless of their nationality. Thus, highly 
skilled migrants who work in the host countries of some multinational corporations (MNCs), as well as in 
the countries where their subsidiaries are located, can contribute to the effort of creating and sharing 
knowledge (Minbaeva & Michailova, 2004, pp. 3-4). Developing the firm's capabilities is facilitated by 
creating a structure that promotes intra-organisational sharing of knowledge through interaction between 
various departments and units within the firm. Such firm-specific knowledge, created or shared in this 
process, often results in a competitive advantage because it is generally not easy for other firms to imitate.  
(Minbaeva & Michailova, 2004, p.4). The authors contrast the arguments of (Grant, 1996, p.2) that the 
success of knowledge transfer depends on the absorptive capability of the receiving individual by adding 
a new perspective that suggests that the behavior and attitude of the individual who is the carrier of 
knowledge affect the extent of the receivers absorption, especially in the case of when sharing cuts across 
distinct areas of knowledge (Minbaeva & Michailova, 2004, p.4). Therefore, a successive effort to 
transfer knowledge must factor in the elements of the sender's attitude and behaviour (trust, reward, 
feeling of obligation, reciprocity, beliefs, personality traits, etc.) as well as the absorptive capabilities of 
the recipients of knowledge. Otherwise, knowledge transfer among workers in a firm can be sabotaged. 
Furthermore, there is some resistance to the transfer of knowledge on the part of the sender, which holds 
15 
an adverse implication for growth. The authors highlighted the potential loss of value, and high respect 
for hierarchy and power among other factors, hence a threshold mix for the sharing of knowledge in a 
firm will be the presence of ability and motivation for both knowledge sender and receiver  (Minbaeva & 
Michailova, 2004, p.6). 
2.4 Organizational and Social Barriers to Knowledge Utilization 
Szulanski, (1996) writes about the internal stickiness of knowledge and highlights the concerns of (Grant, 
1996, p.2) and  (Minbaeva & Michailova, 2004, p.4) that the main barriers to knowledge are 
knowledge-rated factors like the absorptive capability of recipients, causal ambiguity and the arduous 
relationship that exists between source and receiver (Szulanski, 1996, p.2). However, the author identifies 
four stages in the process of internal knowledge transfer: initiation, implementation, ramp-up, and 
integration. The initiation stage is the sum of all the activities that lead to the resolution to transfer 
knowledge, implementation refers to the decision to proceed with the process, ramp-up begins when the 
recipient of knowledge starts using the knowledge, and integration is considered to begin at the point 
where the recipient is adjudged to have made satisfying progress with the newly acquired knowledge 
(Grant, 1996, p.2-4). However, what these studies do not consider is the barriers caused by the absence of 
a structured organisational system aimed at promoting the sharing and use of knowledge among their 
employees. Firm-supported practices that are embedded into the structure of work in organisations can 
either promote or hinder the employees' ability to make the most optimal use of existing or new 
knowledge. 
2.5 Policy-Level Influences on Skilled Migration and MNC Innovation 
Mahroum (2001, p.2) suggests that the economic competitiveness of many developed countries can be 
attributed to both the quality and quantity of foreign skilled human resources at their disposal. He stresses 
that governments in developed countries appreciate the reality of this claim and therefore attempt to align 
16 
migration policies in such a way that attract skilled human resources from abroad, e.g., the French 
scientist visa and Germany’s green card (Mahroum, 2001, p. 2-5). The author has also highlighted the 
claim that migration of skilled human resources has been linked to the development of global trade and 
the expansion of transnational corporations, thus the government appears to play a key deciding role in 
determining the positive or negative flow of foreign skilled workers into a country using some 
policy-level instruments to tighten or ease for instance: work permit application, tax rates, insurance and 
medical care, other benefits. (Mahroum, 2001, p.3). The result of this research shows that only about 2% 
of migrants to Sweden enter the country as workers, with more immigrants moving in as asylum seekers 
and for family reunification. Moreover, there are more highly skilled foreign workers from non-EU 
countries favouring a move to Belgium, Denmark, the U.K., and other EU countries than to Sweden 
(Mahroum, 2001, p. 4). The literature argues that the quantity and quality of foreign skilled workers is 
often a function of government policies that affect the easy movement from migrants' home country to the 
host country, skilled migrants from the EU in this case may fall outside of the premises of this claim as it 
seems to draw focus on foreign skilled workers from outside the EU/EEA. These realities have 
far-reaching implications for Multinational corporations, particularly in the case of an established link 
between foreign skilled human resources and the expansion of transnational corporations in developed 
countries (Mahroum, 2001, p. 3). Additionally, in the case of Sweden, the migration decision to raise the 
wage required to be granted a work permit for Non-EU migrants from SEK 13,000 per month before tax 
to 80% of median salary which means SEK 28,480 before tax is an excellent example of a significant 
policy-level change that puts a strain on lower paid work permit holders while fuming anxiety and lack of 
job security, a situation that can contribute to the overall performance of migrant workers while holding 
other implication like an unwilling tendencies to leave jobs and Sweden (Swedish Migration Agency, 
2024). Staufenbiel & König, (2010, p.2) examines two opposite research outcomes with some researchers 
arguing that job insecurities has a negative result on behavioral outcomes while tagging it as a hindrance 
stressor; a work related demand that often interfere with an individual's achievement at work while other 
17 
researchers suggest that is could potentially serve as a motivation to the employees to take individual 
actions to cope with the threat. The difference, however, lies in the alternatives that may be available for 
such individuals.  
2.6 Theoretical Framework Justification and Integration 
This study is grounded in the Knowledge-Based View (KBV)  theory of the firm that considers 
knowledge as the most strategically relevant resource to a firm in their effort to pursue a sustained 
competitive advantage (Grant, 1996). The KBV theory lays a major emphasis on the value of knowledge 
by capturing, sharing and applying it at an organizational level, whether tacit or explicit knowledge. In the 
context of the KBV theory, the contribution of skilled migrant workers represents the underutilized 
sources of knowledge and unique experiences that can otherwise strengthen innovation and firm learning 
if it is effectively used, transferred or institutionalised.  
Østergaard et al., 2011; Nathan, 2014 furthers the KBV theory with their work on workforce diversity 
which argues that teams of diverse people promote creativity, problem-solving, and innovation within 
organisations. Migrant workers bring with them a distinct experience, cultural values, professional and 
cognitive perspectives that hold a potential to enrich the organisation's knowledge base if managed 
properly. However, the presence of a diverse team alone does not result in an assured utilization of 
knowledge. Therefore, opportunities for effective knowledge transfer have been explored in prior studies 
(Nathan, 2014; Østergaard et al., 2011; Ozgen et al., 2014), which support the argument that 
migration-related factors, workforce diversity, and inclusive practices positively influence productivity in 
multinational corporations (MNCs). Conversely, barriers such as organisational structure and employee 
motivation as discussed by Szulanski (1996) and Minbaeva & Michailova (2004) can significantly affect 
the degree and pattern of knowledge sharing within MNCs. These theoretical insights form the foundation 
for addressing the research question through a hermeneutic and abductive approach, enabling the 
18 
interpretation of contextual organisational, social, and policy-related factors that shape how MNCs utilise 
the skills and experience of their immigrant workforce. 
By integrating these different perspectives, the study explores not only how knowledge is generated by 
skilled migrants, but how organisational structures and systems like the HR practices, culture, mentorship, 
leadership inclusion impacts the capturing and use of this knowledge. The theories therefore provide an 
understanding into the interrelationships that exist between individual knowledge contribution and 
organisational mechanisms in MNCs.  
19 
3 Research Methodology 
This study followed a structured process from the identification of its purpose to the final conclusions. 
This section discusses the research approach and design, highlighting the role played by the theoretical 
framework. It also outlines the data collection methods employed and concludes with an overview of the 
ethical considerations and limitations encountered during the study. 
3.1 Research Approach 
This study adopts a hermeneutic philosophy due to the significant subjectivity involved in interpreting the 
experiences of skilled immigrants in multinational corporations (MNCs) in Sweden. The hermeneutic 
approach focuses on understanding and interpreting the various circumstances surrounding the subjects 
covered in this research while also evaluating why these experiences may have occurred (Patton, 2015, p. 
113). The hermeneutic philosophy is also essential because it continuously seeks to interpret the 
respondents' meaning. (MacLeod, 2023, p.2). Practical interpretation requires understanding the context 
in which skilled immigrants share their experiences, including the organisational environment, workplace 
culture, and policies that shape knowledge transfer. Interpretation is key in generating meaningful 
findings, as knowledge transfer is not a purely objective process. Given the subjective nature of human 
experiences, there is no single way to interpret the data. Instead, a multilayered approach is necessary to 
apply creativity and contextual understanding to draw appropriate conclusions and identify relevant 
insights (Creswell & Poth, 2018, pp. 8-10). 
Different approaches exist in research, including deductive, inductive, and abductive methods. The 
deductive approach aligns primarily with quantitative research strategies, as it begins with identifying a 
theory, testing a hypothesis, and drawing conclusions to support this hypothesis. (Bell et al., 2019, 
p.20-21). On the other hand, the inductive approach involves forming a theory based on the analysis of 
raw data from research findings (Thomas, 2003, p.3), which can subsequently contribute to the 
20 
development of new theories. For this study, an abductive or iterative approach was deemed to be the 
most relevant. This approach integrates inductive and deductive reasoning, enabling a flexible research 
process that allows for movement back and forth between data and theory. (Bell et al. 2019, p.23). The 
study identifies existing theories on knowledge transfer among skilled immigrants in MNCS, while also 
contributing to the development of new theoretical insights. 
The hermeneutic philosophy provided a strong foundation for this research, supporting an abductive 
approach that allowed for flexible and iterative interpretation of the collected data (Dubois & Gadde, 
2002, p.555). This philosophical stance and method aimed to contribute to business best practices by 
helping organisations identify knowledge transfer bottlenecks and enhance the free flow of information 
from skilled immigrants to various individuals and departments within the company. Additionally, it could 
provide scholars with a deeper understanding of the interpretivist perspective assumed by the 
epistemological framework suggested by Bell et al. (2019, p. 356). They could use this to further research 
on other issues related to the dynamics of knowledge transfer, particularly within multinational 
corporations operating in Sweden. 
3.2 Research Design 
The research will delve into theories related to knowledge creation and sharing by skilled immigrants in 
organisations, with a primary focus on the knowledge-based view (KBV) theory as proposed by Grant, 
(1996, p.4).  This theory explains how organisations create, store, and transfer knowledge. This study 
aims to confirm the assertions of the KBV theory by examining how organisations can effectively 
leverage the knowledge of skilled immigrants in multinational companies to optimise operations, drive 
innovation, and enhance overall success. Various factors influencing knowledge transfer will be analysed, 
contributing to the proposal of different nuances that close the gaps in the theory. Other studies and 
theories related to the research, such as those on skilled migration and knowledge sharing, knowledge 
creation through a diverse workforce, organisational and social barriers to knowledge utilisation, and 
21 
policy influences on skilled immigration, were also discussed. This will help organisations identify key 
aspects of knowledge maximisation and mitigate risks that may hinder effective knowledge transfer. 
These factors were investigated to ensure that they are adequately considered by scholars and 
organisations, as overlooking them may lead to ineffective knowledge creation, utilisation, and transfer. 
The central premise of the KBV theory posits that organisations that capitalise on the knowledge and 
expertise of their employees are more likely to achieve high levels of success. Such organisations foster 
productive environments where employees can learn from one another, share insights, and develop a 
deeper understanding of different perspectives. In multinational organisations, where employees come 
from diverse cultural and professional backgrounds, skilled immigrants can offer valuable insights that 
enhance productivity and drive innovation (Nathan, 2014, p.6). The analysis section of this study will 
further elaborate on these aspects, incorporating insights from interview respondents to highlight the 
significance of knowledge transfer and the factors that either facilitate or impede it. Ultimately, this study 
aims to contribute to the existing body of knowledge by expanding on the KBV theory and laying the 
groundwork for a new theory on knowledge maximisation. 
This study examines the dynamics that influence the creation and sharing of knowledge by skilled 
immigrants in multinational companies in Sweden. A multiple-case study was conducted, comprising four 
companies: Power Factors, Volvo Cars, Volvo Trucks, and Northvolt. A purposive sampling method was 
employed to select the participants, as they possessed specific characteristics, including their presence in 
other countries outside Sweden, their significant recruitment of migrant staff, and the 
knowledge-intensive nature of their operations (Palinkas et al., 2015, p.534). This sampling method, 
according to Thomas, (2022, p.5), is a cost- and time-efficient strategy in research, and hence, it was 
chosen to save costs and time, respecting the study's deadline. It created an environment where we 
assumed knowledge creation and sharing were crucial for team collaboration and company success. This 
selection of two established companies and two emerging companies was motivated by the need to 
22 
achieve a more nuanced perspective that could be generalised to other Multinational Corporations with 
similar structures (Eisenhardt, 1989, p.537). 
Our research locations were narrowed down to Gothenburg and Skellefteå, which host these leading 
multinational corporations (MNCs) that recruit many immigrant staff. The proximity of Gothenburg also 
facilitated easier access to our network, making data collection more feasible. This conduct was 
performed in a manner that allowed for the collection of valuable information from the organisations, 
enabling us to help policymakers and business practitioners maximise the value created by MNCs. This 
could be achieved by identifying the setbacks hindering knowledge creation and innovation and applying 
the relevant strategies identified from the study. 
To corroborate the assertions from the literature, a qualitative approach was employed to collect data from 
respondents. A qualitative method of analysis follows a descriptive process to explain and interpret the 
variables in the study. (Tümen-Akyıldız & Ahmed, 2021, p.2). This provides a broader view of the 
perceptions of the selected immigrants. This approach aimed to obtain a deeper understanding of the 
respondents' verbally expressed experiences (Bryman 2016, p. 33). The sample for this research 
comprised five skilled migrant workers working in multinational companies in Sweden and four of their 
managers. They were perceived to represent the population under investigation, which included all skilled 
migrants working for companies in Sweden with operations in other countries. Managers were a 
necessary addition in order to get a clear and unbiased organisational view as well. Their understanding of 
the environmental characteristics, company policies, and experiences driving knowledge transfer was 
valuable in obtaining evidence to support the literature and answer the research questions.  
3.3 Role of Theory  
The theoretical framework played an integral role throughout the research process. The Knowledge-Based 
View (Grant, 1996) helped shape the formulation of the research questions, particularly regarding how 
23 
organisations access, integrate, and leverage the knowledge of skilled immigrants. In designing the 
interview guide, concepts from the KBV such as knowledge integration, absorptive capacity, and 
intra-organisational learning served as sensitising tools that informed the structure and focus of the 
questions (Blumer, 1954, pp. 3–5; Dubois & Gadde, 2002, pp. 555–557). During analysis, theory was 
engaged abductively; themes emerging from the data were continually interpreted in relation to the KBV 
and complementary perspectives on migration, diversity, and organisational learning. This iterative 
process ensured that theory did not merely frame the study at the outset, but remained actively engaged 
throughout data collection, analysis, and interpretation. 
3.4 Data Collection 
The sampling methods used to select the interview participants for this study were convenience sampling 
and snowball sampling. The recruitment of participants was conducted initially through convenience 
sampling by the researcher. Upon collecting data, it was considered beneficial to use the snowball 
sampling method to find more respondents who would have been difficult to reach otherwise, particularly 
through the participants, with whom they would be comfortable sharing sensitive information (Noy, 2008, 
p.330). Convenience sampling is a method used when participants are selected based on their accessibility 
and willingness to share their perspectives. (Bell et al., 2019, p.198). Snowball sampling, on the other 
hand, is a tool used to recruit other participants relevant for the study by tracing links with others in the 
target population who share similar characteristics with the initial participant. (Vincent & Thompson, 
2022, p.397). The first four respondents were selected from the network of immigrants in Sweden. 
Subsequently, a snowball sampling approach was employed to identify and interview additional 
participants. This method facilitated the recruitment of individuals with similar experiences relevant to the 
study (Bell et al., 2022, p. 396). Since the respondents were also immigrants, similar to the researchers, 
they were more likely to feel comfortable and open in discussing their experiences. While this sampling 
method was effective in gathering relevant insights, its generalizability may be limited. Since respondents 
24 
were selected from the researchers’ networks, their experiences may not fully represent those of all skilled 
immigrants in Sweden due to possible sampling bias discussed in the study by Etikan, Musa, & Alkassim, 
(2016, p.2). Therefore, while the findings can serve as a helpful reference, they may not be entirely 
generalisable. However, the study incorporates input from a diverse group of skilled immigrants, offering 
valuable insights into how their knowledge and skills are utilised and transferred within multinational 
organisations. These immigrants served as expert informants on the topic for several reasons. Firstly, they 
were all professionals in their field, working in knowledge-intensive roles where collaboration and 
innovation were highly valued tasks for the organisation (Meuser & Nagel, 2009, p.21). This gave them 
exposure to the dynamics involved in sharing the domain knowledge they had about their role. 
Additionally, a majority of them had worked for at least two years in the organisation, which was deemed 
sufficient to identify knowledge-sharing bridges and barriers. 
The primary data collection method consisted of semi-structured interviews, conducted online for 
respondents outside Gothenburg and on-site for those based in the city. This approach provided a platform 
for interviewees to share their experiences with knowledge transfer in the organisations they work for 
(Kallio et al., 2016, p. 2956). A total of five immigrant employees and four managers were interviewed, 
who, for anonymous reasons, were referred to as Interviewee 1, Interviewee 2, Interviewee 3, Interviewee 
4, Interviewee 5,  Interviewee 6, Interviewee 7, Interviewee 8 and Interviewee 9 selected from Volvo 
Cars, Volvo Trucks, Northvolt, and Power Factors. Other data collection methods like questionnaires, 
observations and structured interviews were not used because it was perceived to influen014, p. 3). Below 
is a table summarising the background of the interview participants. 
 
 
 
25 
Figure 1: Table of Interviews 
Participants Company Department Role Country Years in Years in Duration Location 
Level of Origin Sweden that of the of the 
Position Interview Interview 
Interviewee 1 Power Customer Junior  Cameroon 3 3 1 hour Zoom 
Factors Support 
Interviewee 2 Volvo Manufacturin Junior  Zimbabw 2 Less 1 hour In person 
Cars/Truck g & e than 1 
s Operations 
Interviewee 3 Volvo Operations / Senior  Nigeria  12 7 1 hour In person 
Cars/Truck Business 
s Improvement 
Interviewee 4 Northvolt Supply Chain Junior Ghana ⅓ year 1 hour Zoom 
Less 
/ Logistics 
than one 
Interviewee 5 Volvo Cars Product Junior  Rwanda 4 years 2.5 45 In person 
Development minutes 
Interviewee 6 Volvo Cars Engineering Mid  India 3 years 1 1 hour In person 
Interviewee 7 Power Software Senior Swedish Native 4 40 Zoom 
Factors Development minutes 
26 
Interviewee 8 Volvo Talent Senior Swedish Native 1 45 Google 
Trucks Acquisition minutes Meet 
Interviewee 9 Volvo Cars Logistics Senior Swedish Native 3 40 Google 
Operations minutes Meet 
ce the degree of depth and integrity of the data collected (King & Horrocks, 2010, p.8). The focus was on 
immigrant employees, managers, and local HR, because they were perceived as the primary actors 
influencing the transfer of expertise within the companies. Being immigrants ourselves was anticipated to 
be a motivating factor for open and honest feedback from the respondents (Bourke, 2 
Two interview guides were drafted to provide a framework for the interviews, and open-ended questions 
were asked based on the topics in the guide. This approach ensured that discussions remained focused 
while allowing flexibility in responses (Almeida & Monteiro, 2022, p. 24). The choice of using two 
interview guides where one was for migrant workers and the other for local managers was to ensure 
adaptability to the contexts which these respondents experienced. Open-ended questions were preferred 
because they allowed for a broad scope of responses, enabled follow-up questions, and reduced bias by 
avoiding suggestive questioning. Despite their structured nature, semi-structured interviews offer 
flexibility, making them less rigid than fully structured interviews (Kallio et al., 2016, p.2955). This 
flexibility made semi-structured interviews an appropriate tool for this study, enabling the collection of 
rich, detailed data and better the lived experiences of skilled immigrants in different organisations. The 
interviews were audio-recorded and transcribed to analyse recurring themes and patterns, providing 
insights that validate the existing literature. 
27 
3.5 Data Analysis 
Thematic analysis was chosen as the method for analysing the collected data. According to Braun, & 
Clarke, (2006, p.6), this method is used for examining and interpreting themes in qualitative data. Hence, 
this method was selected due to its effectiveness in identifying common patterns and themes in the 
experiences shared by the respondents (Braun & Clarke, 2006, p. 79). This approach provided structure 
and transparency to the findings, enabling a deeper understanding of the knowledge transfer process 
among skilled immigrants in Swedish multinational corporations (MNCs). The interview discussions 
were categorised into organisational factors, social influences, policy-level considerations, and 
recommendations from the respondents, in accordance with the interview guides. This ensured an 
interactive and comfortable atmosphere, which favoured the requirements for qualitative data analysis 
(Nowell, 2017, p. 5). 
The interviews were audio-recorded and transcribed to analyse recurring themes and patterns, providing 
insights that validate the existing literature. Following data collection, audio recordings from the 
interviews were transcribed to facilitate a detailed examination of the responses (Braun & Clarke, 2006, 
p.88). This transcription process was crucial in familiarising ourselves with the data, capturing recurring 
perspectives, and identifying key factors that contribute to knowledge transfer within these organisations. 
The responses were then coded according to the emerging themes: Organisational Integration, Social 
Inclusion, Policy Adaptation and Knowledge Utilisation, ensuring a structured analysis. Data transcription 
and coding organised the interview responses by providing more structure and facilitated the retrieval of 
data for analysis by the researcher (Widodo, 2013, p.102). While transcription was a time-intensive task, 
it played a vital role in uncovering the underlying dynamics of knowledge transfer facilitated by skilled 
immigrants. 
Furthermore, the key topics interview guide included organisational integration, social inclusion, policy 
adaptation and knowledge utilisation, were grouped into sub-themes as seen in Figure 2 below. This was 
28 
used as a reference when documenting the findings and grouping respondent statements. This initial 
coding phase was crucial for systematically organising the data and aligning it with both existing 
literature and the most frequently discussed topics during the interviews. Experiences related to these 
codes were further examined for patterns, recurring opinions, and thematic consistencies, ensuring that 
the analysis captured the most significant aspects of knowledge transfer within the studied multinational 
corporations (MNCs) (Braun & Clarke, 2006, p.89). 
Figure 2: Thematic Coding Structure 
Theme Code Sub-Themes 
Organisational Integration ORG Support programs, Workplace 
Socialisation, Decision-making 
Social Inclusion SOC Non-Migrant Interactions, 
Cultural Barriers, Networking, 
Managerial Support 
Policy Adaptation POL Impact of Migration Policy 
Knowledge Utilisation KNOW Career Development, 
Leadership Inclusion. 
29 
The analysis was valuable in recognising the key points mentioned by the respondents that were relevant 
to the research. Given that the study was conducted by two researchers with professional experience in a 
relevant work setting, they were able to thoroughly understand the interview responses by relating to the 
interviewees' experiences. This contextual knowledge provided them with the emotional intelligence 
needed to interpret the environment from which the data was collected, an element that, according to 
Collins and Cooper (2014, pp. 98–99), brings clarity to qualitative research.  In addition, the transcripts 
were reviewed twice to verify any inconsistencies and to confirm similar interpretations. This guaranteed 
consistency and accuracy in the data review. Additionally, the interview participants were given the 
opportunity to review the data transcript to ensure that what was documented accurately reflected their 
communication. This respondent validation process helps conduct a credibility check and is also known as 
respondent validation (Bell et al., 2019, p. 363). The factors influencing knowledge transfer both 
internally and externally concerning the organisations they worked with were adequately investigated to 
provide insight into the study. Analysing data from interviewees from different roles and some from the 
same company helped triangulate the data for credibility (Patton, 2015, p. 661). This made the study a 
reliable source for organisations to optimise the utilisation and transfer of skills and knowledge possessed 
by skilled immigrants recruited, thereby achieving the research objectives. 
3.6 Ethical Considerations 
This study was conducted with the utmost diligence and a strong commitment to maintaining the 
anonymity of the interviewees. Given the participants’ concerns about privacy, each skilled immigrant 
employee was assigned a unique identifier (e.g., Interviewee 1, 2, 3, etc.). This approach was essential in 
fostering trust and encouraging openness among respondents. Furthermore, before each interview, 
participants were informed of the confidentiality measures in place. Their consent was formally obtained 
for audio recording, whether the interview was conducted via Zoom for online sessions or in person. This 
30 
step ensured that sensitive information was handled properly to protect both the researchers and 
participants from potential concerns later in the study. (Bell et al., 2022, p. 125) 
For the purpose of this study, artificial intelligence was useful for idea brainstorming and practical in data 
transcription and thematic coding. However, the study was completely written by the researchers to suit 
the context of the research and avoid plagiarism. It was also helpful in correcting grammatical, spelling, 
and syntax errors made by the researchers for improved readability, coherence, and presentation of the 
research. Additionally, to maintain credibility, the study's findings were reviewed by the interview 
participants to ensure consistency with their perspective and the message they intended to convey. The 
explicit documentation and description of the research was to ensure an adequate understanding of the 
topic examined for future reference by scholars and practical use by industry leaders. This was done to 
ensure transferability, as suggested by Bell et al. (2019, pp. 46-47), so that the findings from the studies 
can be used to contribute to similar studies. To ensure the validity of the findings, the researchers 
cross-checked their interpretation to avoid any bias and misrepresentation, thereby enhancing 
confirmability. 
3.7 Limitations for Data Collection 
The participants in this study were nine in total and were limited to Swedish residents, specifically in 
Gothenburg and Skellefteå. The limited number of study participants and geographical focus allowed for 
a more efficient use of resources and a more precise research scope (Marshall & Rossman, 2016, p. 220). 
However, this limitation restricted access to diverse perspectives from more migrant workers in other 
regions of Sweden and beyond . Consequently, the study risked biases in the narration of experiences due 
to shared contextual factors influencing knowledge transfer. 
Conducting semi-structured interviews provided a structured framework for discussions while allowing 
participants the flexibility to share their experiences in depth. However, the open-ended nature of the 
31 
questions resulted in a vast amount of information, increasing the complexity of transcription and data 
analysis (Kallio et al., 2016, p.3). Additionally, some responses deviated from the core research focus, 
raising concerns about their relevance to the study. 
The use of snowball sampling facilitated participant recruitment and reduced the time required to identify 
skilled immigrants in MNCs. However, this method introduced the risk of homogeneity in the collected 
data (Noy, 2008, p.330). Since participants were referred by their peers, their experiences, perceptions, 
and professional backgrounds were often similar. As a result, the study lacked diverse perspectives that 
could have provided a more comprehensive understanding of the factors influencing knowledge transfer 
in multinational corporations (MNCs). 
The process of transcribing audio recordings was time-consuming due to the extensive discussions and 
multiple topics covered in each interview. The large volume of empirical data made coding and 
identifying patterns more complex (Halcomb & Davidson, 2006, p. 325). This increased the challenge of 
systematically linking participant responses to existing literature and theoretical frameworks. 
The reliability of the findings was limited by the exclusive focus on skilled immigrant employees and 
local managers in multinational corporations (MNCs). Perspectives from other relevant stakeholders such 
as government officials, and clients could have contributed to a more nuanced understanding of 
knowledge acquisition from skilled immigrants in the workplace. Incorporating these additional 
perspectives would have allowed a more holistic and objective analysis. 
3.8 Limitations for Data Analysis 
Due to the subjective nature of the data, thematic analysis was chosen as the primary method for 
identifying patterns and recurring themes in the participants’ responses. However, this approach posed 
challenges in maintaining the contextual meaning of the narratives (Bell E., et al., 2022, p. 533). The 
diverse experiences shared by interviewees were structured into predefined themes and codes, which, 
32 
while beneficial for analysis, risked oversimplifying the data and losing its depth of meaning. 
Additionally, the non-numerical nature of the data necessitated careful interpretation while also allowing 
room for subjectivity (Creswell & Poth, 2018, p. 43). The structured categorisation imposed by thematic 
analysis may have inadvertently restricted a more fluid representation of the participants’ lived 
experiences. 
The use of open-ended questions allowed participants to share detailed narratives about their experiences 
with knowledge transfer. While this provided valuable contextual insights, the analysis faced challenges 
in distinguishing between verifiable facts and personal opinions that lacked empirical evidence. This 
limitation highlights the importance of critical interpretation of the data to ensure that conclusions are 
based on objective observations rather than anecdotal accounts. 
4 Empirical Findings 
This chapter presents details of the interview responses, identifying key themes related to how skilled 
migrants contribute to knowledge transfer within multinational corporations (MNCs) in Sweden. The 
study is structured around four major themes: Organisational Integration, Social Inclusion, Policy 
Adaptation, and Knowledge Utilisation. These themes were derived through coding interview responses 
and are supported with direct quotations from participants to illustrate key findings. 
4.1 Firm Backgrounds 
Power Factors 
Power Factors was founded in San Francisco in 2013 to pursue a cleaner, greener, and more sustainable 
world for future generations, aiming to optimise every kilowatt-hour of renewable energy with technology 
that ensures unification from the sensor to the cloud. As a privately owned organisation, the company 
expanded its operations through strategic acquisitions to enhance its service offerings. It acquired 
33 
Ekhosoft in 2016 and Arista Renewable Energies in 2018. In 2021, the organisation expanded further by 
acquiring Green Byte, a developer of renewable energy management software, and most recently, in 2022, 
it acquired Inaccess to include SCADA, power plant, battery control, and energy marketing in its solution 
offering portfolio. These acquisitions have solidified Power Factors' position as a leading provider of 
integrated renewable management solutions, with a global reach spanning over 500 customers and asset 
management across 18,000 sites worldwide. The organisation has business operations in many countries 
across North America, South America, and Europe and in countries including the United States of 
America, Germany, Sweden, Greece, Canada, etc. (Powerfactors, n.d) 
Volvo Cars 
Founded in 1927 in Gothenburg, Sweden, by Assar Gabrielsson and Gusta Larson, Volvo Cars was 
originally a part of Volvo Group, which produces buses, trucks, and other machinery. In 1999, the 
company was acquired by ForMotor Company, which he later sold to its current Chinese owners, Geely. 
Volvo Cars produces a wide range of vehicles, which also include SUVs, and its recent emphasis on 
sustainability has led to an increased focus on the production and sales of electric cars. The organisation 
has business operations in over 100 countries across the world and owns production facilities in several 
locations, such as Sweden, Belgium, China, and the United States of America (Volvo Car Corporation, 
n.d) 
Volvo Trucks 
This organisation is a part of Volvo group and dates back to 1928, as part of the creation of Assar 
Gabrielsson and Gustaf Larson as part of the creation of the Volvo Group. It was also founded in the city 
of Gothenburg, Sweden with the vision of producing heavy-duty trucks for long-distance trips, 
distribution, and construction. As an organisation dedicated to promoting a healthy and safe environment 
for all, it has gradually transitioned from using combustion engines to hybrid and fully electric trucks. 
34 
Volvo trucks have a global presence in several countries, including Europe and the United States, as well 
as in Brazil and Sweden. However, the trucks are sold in over 190 countries through its global network of 
dealers. (Volvo Trucks, n.d) 
Northvolt 
North Volt is a Sweden-based organisation founded in 2016 by Peter Carlsson and Paolo Cerutti, with a 
vision to specialise its operations in the manufacturing of high-quality lithium-ion batteries for use in 
electric vehicles. The organisation began with the intention of creating a fully integrated battery plant to 
serve the European market while reducing its carbon footprint on the continent. The company is 
headquartered in Sweden but has expanded its operations to other European countries like Poland and 
Germany. Germany houses the company's research and development centre, while the facility in Poland 
supports the battery recycling efforts of the business initiative (Northvolt, n.d) 
4.2 Findings 
4.2.1 Organizational Integration 
Managers across all four companies indicated that onboarding structures exist, but they are not 
specifically tailored to migrant workers. 
Interview 8 (Talent Acquisition Manager, Volvo Trucks) notes that the company is transitioning 
from a traditional recruitment department to a "talent acquisition partner" model, which places 
greater emphasis on measuring the benefits of a more diverse workforce. According to the 
manager:  
¨So far, the onboarding process has been "fairly generic". 
35 
 He takes the position that organisational integration of migrant workers can get better with 
accurate interventions.  
Interviewee 7 (Manager, Power Factors) highlighted: 
“We do have a very structured onboarding process that spans 90 days, including onboarding 
check-ins, goal setting, and peer mentoring... but it’s not designed with migrant needs in mind. The 
intention is equality, but that doesn’t always result in equity.” 
He noted that even though the company is remote-first and inclusive, there are no formal systems 
for tracking migrant-specific integration: 
“We don't track integration metrics based on migrant status. We assume the system works equally 
for everyone, but that might not be true.” 
Interviewee 8 (Talent Acquisition Manager, Volvo Trucks) emphasized the importance of local HR 
and team leads in onboarding: 
“Each team handles integration differently. Some leaders are proactive; others less so. We need a 
more unified system. Right now, it depends too much on individual initiative.” 
Interviewee 9 (Manager, Volvo Cars) added that onboarding varies by plant or office: 
“Some locations have internal mentorship or local buddy systems, others don’t. So migrant 
workers in smaller units may not get the same level of support.” 
In contrast, migrant workers often reported strong relocation support but limited ongoing 
organizational integration. For example: 
Interviewee 4 (Migrant Northvolt) shared: 
36 
"They helped with housing and registration, but after that, you’re on your own. I had to figure out 
workplace expectations myself." 
This reflects a disjointed approach, where pre-arrival support is stronger than post-arrival 
inclusion. 
4.2.2 Social Inclusion 
Managers highlighted efforts toward inclusive practices, but admitted limitations in tracking or enforcing 
inclusive behavior. 
Interviewee 9 (Manager, Volvo Cars) stated:  
“We promote D&I, but it’s true we still see mostly Swedes in top roles.” 
Interviewee 5 corroborated this by noting that: 
"I rarely see people like me in leadership, which makes me wonder about growth opportunities." 
Interviewee 8 (Manager, Volvo Trucks) explained: 
“We hold DEI training, but we don't currently monitor how well team leaders apply it. That’s an area 
we’re trying to improve.” 
Interviewee 7 (Manager, Power Factors) described inclusion as a company value, but noted informal gaps: 
“There’s a Fika culture, Slack channels, informal bonding... but not all migrants feel confident joining 
these, especially early on.” 
Interviewee 9 (Manager, Volvo Cars) pointed out: 
37 
“Social inclusion largely depends on team leaders and peer attitudes. We are working on raising 
awareness, but we don’t have KPIs tied to inclusion.” 
From the employee side, language exclusion and social discomfort were common concerns: 
Interviewee 3: (Manager, Volvo Trucks) 
“They switch to Swedish in meetings sometimes. It’s not intentional exclusion, but it makes it hard to join 
discussions.” 
Interviewee 1 (Migrant, Power Factors) explained: 
“They are very open, but since some of the teams are remotely organised, it is hard to build social bonds. 
Sometimes you feel like a lone operator.” 
Both sides suggest that inclusion is encouraged but not enforced and often left to chance. 
4.2.3 Policy Adaptation 
Managers acknowledged that Swedish migration policy indirectly affects hiring and retention, 
particularly for temporary migrants or those on study permits. 
Interviewee 9 (Manager, Volvo Cars) noted: 
“We can only offer relocation or work permit support for permanent roles. That limits our ability 
to hire qualified foreign graduates on temporary permits.” 
Interviewee 7 (Manager, Power Factors) emphasized: 
“We don’t actively consider immigration status during recruitment but practically, if someone 
needs sponsorship and we can’t offer it, we move on.” 
38 
Interviewee 8 (Manager, Volvo Trucks) added: 
“Changes in salary thresholds or permit rules create uncertainty. We’ve lost talent who couldn’t 
renew their permits despite good performance.” 
Migrant employees supported these claims: 
Interviewee 2: (Migrant, Volvo Trucks) 
“Before getting permanent residency, I was rejected several times. Once I had PR, the doors 
opened.” 
Interviewee 5: (Migrant, Volvo Cars) 
“I avoid complaining at work. I’ve seen others speak up and get sidelined. When your visa is 
linked to your job, it’s risky.” 
Managers are aware of these policy implications, but limited in what they can do without structural 
support from national policy or internal legal teams. 
4.2.4 Knowledge Utilization 
This area revealed the most unrealized potential. While some systems exist to capture migrant 
expertise, they are not always aligned with strategic knowledge management. 
Interviewee 7 (Manager, Power Factors) described a tech-based approach: “We use tools like 
Confluence. Employees document processes or innovations they’ve created. But again, we don’t 
track who’s contributing by background or nationality.” 
Interviewee 8 (Manager, Volvo Trucks) admitted: 
39 
“There’s no formal process to map migrant skills. It depends on managers recognizing someone's 
potential and promoting it upward.” 
Interviewee 9 (Manager, Volvo Cars) said: 
“We’re good at hiring diverse profiles, but we haven’t connected that to how we manage or 
promote knowledge. That’s the next step for us.” 
Several migrants described contributing significantly: 
Interviewee 3: (Manager, Volvo Trucks) 
“I developed a logistics tracking tool that was later adopted by other teams.” 
Interviewee 6: (Migrant, Volvo Cars) 
“My thesis helped identify design gaps. We discussed patenting some of those ideas.” 
Yet, Interviewee 5 (Migrant, Volvo Cars) felt underutilized: 
“They like my CV, but once I was hired, no one asked what else I could do beyond my assigned 
tasks.” 
Managers often don’t realize what migrant workers know unless they speak up and that rarely 
happens without psychological safety. This chapter analyses key themes related to skilled migrants' 
contributions to knowledge creation in Swedish multinational corporations (MNCS). While some 
organisations offer structured support, cultural barriers, leadership diversity gaps, and migration 
policy constraints continue to hinder full integration. The next chapter will discuss 
recommendations for enhancing knowledge utilisation and promoting a more inclusive work 
environment. 
40 
4.3  Summary of Findings 
The interviews reveal that while structured onboarding processes are in place across the organizations 
studied, these systems are not designed with the specific needs of migrant workers in mind. Although 
these processes help new employees adapt to their roles and the organization initially, they fall short of 
supporting the unique integration challenges faced by skilled migrants. The burden of navigating 
adaptation is often placed on individual employees, who are left to “figure it out” beyond relocation 
assistance and job orientation. Managers acknowledged this gap, noting the absence of migrant-specific 
tracking or onboarding metrics. Moreover, positive exchanges and interpersonal interactions with 
supportive Swedish colleagues and managers enhance the speed and quality of social inclusion. However, 
subtle exclusion, particularly through language use and social dynamics persists, especially in the early 
stages of employment. Interviewees noted that many informal workplace interactions occur in Swedish, 
making it difficult for non-native speakers to participate fully, especially in social and decision-making 
spaces. 
Migrant employees consistently expressed the view that the responsibility for fostering inclusion lies with 
managers. On the other hand, managers believe that migrant workers owe themselves a responsibility to 
take initiatives and attempt to adapt into the organisation while receiving the needed assistance. Some 
managers embraced this role, incorporating regular check-ins, mentorship, and feedback mechanisms. 
Others, however, appeared to hold unspoken expectations that migrants should adapt independently, 
resulting in inconsistent integration experiences. These irregularities are compounded by structural 
realities that hinder migrants’ access to leadership roles and core decision-making processes. While most 
firms publicly promote collaboration and diversity, leadership positions remain largely native-dominated, 
and the absence of formal mentorship programs further limits upward mobility for skilled migrants. 
Language barriers emerged as a constraint on social integration for some migrant workers, however, most 
multinational corporations in Sweden like Volvo group maintain English as its official language and 
41 
managers help migrant workers to navigate this hurdle by insisting on the official language during formal 
gatherings . Because most informal conversations and networking occur in Swedish, many migrants 
reported relying on external networks for societal integration, guidance and emotional support. Despite 
these challenges, the organisations on a general level fight to ensure that migrant employees receive the 
needed assistance to settle into the country by charging a department with the task to ensure visa 
assistance and secured accommodation for migrants who join their organisation from outside Sweden.  
While Power Factors has implemented structured tools like Confluence to codify and share knowledge, 
other organizations rely heavily on informal or ad hoc methods, which fail to consistently capture, harness 
and utilize the potentials of  migrant workers. Finally, the Swedish migration policy landscape 
significantly affects the migrants' experience within organizations. Managers acknowledged that visa and 
sponsorship constraints limit their ability to hire or retain talented migrants, particularly those on 
temporary permits. Employees expressed reluctance to speak up about workplace issues due to the 
perceived vulnerability tied to their immigration status. This environment of uncertainty reduces 
psychological safety, which in turn limits openness, participation, and knowledge sharing. 
In conclusion, the findings suggest that organizational integration, social inclusion, and migration policy 
form a triad of antecedents influencing knowledge creation, utilization and transfer. When integration is 
structured, inclusion is intentional, and policy constraints are acknowledged and mitigated, the knowledge 
and innovation potential of skilled migrant workers can be more fully realized. The table below illustrates 
the findings: 
Figure 3: Summary of Findings 
Theme What Managers Say What Employees Experience 
Organisational Integration Structured onboarding, not Strong relocation help, weak 
migrant-specific workplace follow-up 
Social Inclusion Depends on team leader Language and cultural gaps 
42 
initiative persist 
Policy Adaptation Permits limit hiring flexibility Fear of job loss affects behavior 
Knowledge Utilisation Some tools exist, but no Contributions are ad hoc, often 
strategic tracking unrecognized 
 
43 
5 Analysis of Findings 
This section examines the relationship between the theoretical framework and the findings derived from 
the data collected from various respondents. The opportunities and barriers to knowledge transfer by 
migrant workers are examined and it outlines the study’s theoretical contributions and highlights its 
practical implications. 
5.1 Analysis 
The findings of this research reaffirm Grant’s (1996) Knowledge-Based View (KBV), which posits that 
structured processes facilitate the internalisation and utilisation of organisational knowledge. Two 
interviewees including both migrant workers and managers acknowledged that programs like the 
30/60/90-day onboarding structure at Power Factors clarified role expectations and accelerated 
understanding of workplace routines. This reinforces the notion that onboarding serves as a foundational 
stage in knowledge transfer, where explicit knowledge, organisational values, protocols, and cultural 
norms are introduced. Managers interviewed emphasized that structured onboarding not only improves 
role clarity but also supports early-stage socialization. This view is consistent with Grant’s (1996) idea 
that onboarding acts as a mechanism for embedding knowledge into the firm’s existing knowledge base. 
However, a critical gap identified by both managers and migrant employees is the lack of onboarding 
tailored to migrants' contextual realities. While onboarding procedures are generally uniform for all new 
hires, the absence of migrant-specific support can hinder effective knowledge absorption. This potentially 
leads to communication misunderstandings and incorrect assumptions about how knowledge is accessed 
and shared. 
In alignment with Kogut and Zander’s (1992) assertion that firm knowledge is embedded in routines and 
principles, managers noted that while these structures are efficient for local hires, they often fail to 
accommodate migrants' varied experiences and knowledge-sharing norms. Managers also expressed 
44 
concern that standardised processes do not always account for the nuances of cultural or linguistic 
diversity, which may result in uneven integration and socialisation outcomes. Importantly, several 
managers acknowledged that migrant workers often arrive with specialised knowledge and valuable skills, 
yet the firm's systems are not always equipped to fully harness this potential. One manager noted that in 
reality, the varied perspectives from migrant workers make up for the personal bias of managers that 
affect recruitment within the talent acquisition department.. This insight supports the argument by Kogut 
and Zander (1992) that successful knowledge utilisation requires adaptation of organisational routines to 
suit diverse talent pools. The managers who saw the most success with migrant integration were those 
who took intentional steps beyond formal processes to offer contextual support, including mentorship, 
cultural briefings, and feedback loops. Furthermore, migrant workers and managers alike noted that while 
day-to-day collaboration is encouraged in many organisations, open communication is not always fully 
realised, especially in decision-making spaces. Managers revealed that despite efforts to build inclusive 
teams, strategic involvement of migrants remains limited. This reflects Østergaard et al.’s (2011) position 
that diversity must extend into leadership and strategic roles to foster innovation. One manager explicitly 
noted that without diverse representation in leadership, the full potential of migrant workers remains 
underutilised. 
Østergaard et al. (2011) argue that firms with diverse perspectives are better positioned to innovate, yet 
such diversity must be reflected not just in headcount but in influence. Managers indicated that while they 
value diversity, practical constraints, such as policy, or legacy structures often impede efforts to elevate 
migrants into strategic roles. Language barriers were also commonly cited, with both migrants and 
managers observing that informal Swedish communication (e.g., during "Fika") sometimes excludes 
non-native speakers, thereby slowing down relationship-building and knowledge exchange. These 
dynamics illustrate Szulanski’s (1996) concept of "knowledge stickiness", barriers that inhibit the smooth 
transfer of knowledge within organisations. Despite these challenges, managers highlighted initiatives like 
language classes, buddy systems, and informal cultural events as steps toward facilitating integration. 
45 
However, they also conceded that informal activities, while helpful, are insufficient on their own. This 
echoes Szulanski’s (1996) and Minbaeva & Michailova’s (2004) emphasis on the importance of deliberate 
managerial behaviour and the attitude of the knowledge sender in ensuring effective knowledge 
absorption. Interview data suggest that the most integrated and high-performing migrant workers 
benefited from supportive managers who actively facilitated relationship-building and knowledge 
application. 
From the managerial perspective, three parties are essential to successful migrant integration: the 
manager, native colleagues, and the migrant worker. Managers acknowledged that breakdowns in 
cooperation among any of these actors could stall integration and limit knowledge transfer. They also 
observed that migrant employees who felt absorbed, supported or dared to adapt somehow were more 
likely to take initiative, share expertise, and contribute to team outcomes, validating Østergaard et al.’s 
(2011) conclusion that diversity in decision-making correlates with innovation. Illustrative examples 
support these observations. One manager recounted how a skilled migrant redesigned a logistics process 
using Power BI, significantly improving operational efficiency. Another shared how a migrant expert on 
VPN technology documented his expertise via Confluence, codifying tacit knowledge into reusable, 
explicit assets. These cases exemplify Nathan’s (2014) view that skilled migrants can generate high-value 
complementarities when given the opportunity and support. 
Nevertheless, not all firms demonstrated the same level of readiness. At Volvo Cars, for instance, 
managers admitted that while the company values diversity, structured systems to capture and scale 
migrant knowledge are lacking because there are currently no metrics used to determine the impact of the 
activity of migrant workers alone to the overall achievement of the organisation.. This limits the potential 
for knowledge creation and weakens the link between diversity and innovation. Grant (1996) argues that 
firms bear responsibility for exploiting internal knowledge resources. A failure to track or apply employee 
knowledge may reflect an underutilisation that can diminish morale and stifle growth. Managers also 
46 
discussed the implications of migration policy and job security on knowledge sharing. While the 
managers interviewed noted that a majority of their hired migrant workers are white collar workers, one 
manager managing some workers on temporary permits noted that these employees seemed often hesitant 
to share ideas compared to some others. He believes it could be culturally motivated or simply for fear of 
losing their jobs, a sentiment exacerbated by shifting immigration laws (Swedish Migration Agency, 
2023). These concerns align with Mahroum (2001) and Staufenbiel & König (2010), who contend that job 
insecurity and policy constraints can restrict innovation contributions from migrant workers. While 
managers praised the motivation of many skilled migrants, they acknowledged that systemic insecurity 
undermines openness and initiative, increasing Szulanski’s (1996) knowledge stickiness. 
Social integration, as discussed by Robertson and Park (2007), also emerged as a central theme in both 
migrant and managerial interviews. Managers noted that perhaps it is possible that the dominance of 
native workers may send a signal that migrant workers feel excluded from leadership pipelines, 
weakening their sense of belonging and reducing motivation to contribute strategically. This echoes 
Mahroum’s (2001) argument that barriers to vertical progression limit migrants’ influence on knowledge 
dynamics. Some managers proposed targeted career development programs as a way to address these 
issues, though implementation remains inconsistent. Encouragingly, firms like Volvo Trucks showcased 
examples of healthy work environments where managerial support and inclusive practices led to better 
migrant integration. Managers at these firms emphasized the importance of cultivating trust and 
recognising the unique educational and professional backgrounds of migrant workers. These findings 
support the view of Østergaard et al. (2011), Nathan (2014), and Mahroum (2001) that innovation thrives 
when diverse skills and experiences are not only present but actively leveraged through formal and 
informal mechanisms. 
47 
5.2 Theoretical Contributions 
This study contributes to the refinement and extension of several key theories in the knowledge 
management and international business literature by offering a contextualised understanding of how 
skilled migrant workers engage in knowledge sharing within multinational organisations. Firstly, the 
knowledge-based view (Grant, 1996) traditionally emphasises the internal expertise and capabilities of the 
workforce. This study extends the framework by highlighting the significant influence of institutional and 
policy-related factors, such as migration laws, on the behaviours and contributions of skilled immigrant 
employees. These external, macro-level influences can constrain or enable knowledge utilisation, 
suggesting that the knowledge-based view should incorporate both organisational and policy-level 
contexts to fully explain knowledge flows in global firms. 
Secondly, Szulanski’s (1996) concept of knowledge stickiness, which focuses primarily on internal 
barriers to knowledge transfer, could be enriched by integrating insights on how national policy 
environments such as visa restrictions and employment regulations create systemic obstacles to the free 
flow of knowledge. These constraints may increase the 'stickiness' of knowledge across diverse employee 
groups, particularly when migrants experience legal or cultural marginalisation. Thirdly, the 
motivation-based theory of knowledge sharing by Minbaeva and Michailova (2004) emphasises 
individual-level drivers and inhibitors within the organisation. This study suggests that motivation to 
share knowledge is also shaped by external constraints, such as legal precarity or exclusion from 
decision-making structures. These findings underscore the need to incorporate macro-level inhibitors into 
motivational frameworks and expand Mahroum’s (2001) perspective on diverse knowledge flows beyond 
micro-level skills and qualifications. 
Furthermore, the commonly held view that diversity drives innovation (Østergaard et al., 2011; Nathan, 
2014) is deepened in this study by demonstrating that the type and level of diversity matter. While these 
scholars argue that variety in experience fosters innovation, this study shows that diversity in leadership 
48 
roles is especially impactful. Migrant representation in senior positions improves inclusion, fosters trust, 
and motivates broader employee engagement in knowledge exchange. Finally, building on Robertson and 
Park’s (2007) work on knowledge sharing and social integration, this research introduces the idea that 
social identity and representation in leadership shape employees’ willingness to share knowledge. 
Migrants' visibility in strategic roles can strengthen their sense of belonging and facilitate deeper 
integration into knowledge networks within the organisation. Importantly, insights from managers 
interviewed in this study corroborate these theoretical extensions. Managers acknowledged that 
organisational knowledge-sharing systems are affected not just by internal dynamics, but also by national 
policy shifts and representation gaps, which impact both employee motivation and knowledge 
accessibility. 
5.3 Managerial Implications 
This study highlights three key challenges undermining the knowledge-sharing capacity of skilled migrant 
workers: (1) the absence of migrant-specific integration initiatives, (2) the constraining effects of 
migration policies on openness and contribution, and (3) limited migrant representation in leadership 
roles. These issues directly affect migrants’ ability to either contribute to or benefit from organisational 
knowledge networks. To address these challenges, managers should: 
1. Foster Inclusive Team Structures and Cultures: 
Managers must proactively form cross-functional, multicultural teams with balanced representation. 
Diverse teams enhance creativity and problem-solving, but excessive diversity without inclusion can lead 
to friction and siloed groups (Østergaard et al., 2011; Nathan, 2014). Managers should support close 
mentorship, regular check-ins, and activities that encourage mutual understanding and trust, helping team 
members move beyond comfort zones and form meaningful professional relationships. 
 
49 
2. Embed Interaction and Mutual Dependency into Workflows: 
Drawing from Kogut and Zander (1992), managers should create collaborative routines that facilitate 
frequent and purposeful interaction among migrant and local employees. Examples include rotating roles, 
shared targets, cultural exchange sessions, and regular team meetings. These routines allow tacit 
knowledge to become embedded in the organisation’s daily processes, enhancing its stickiness and 
transferability. 
3. Design Knowledge-Sharing Structures: 
Managers should implement cross-departmental projects and create digital platforms that support both 
formal and informal knowledge exchanges, especially in cases involving tacit knowledge. Digital tools 
such as multilingual forums, virtual collaboration platforms, and knowledge repositories can bridge 
communication gaps and foster inclusive dialogue without overwhelming employees. 
4. Promote Fair Representation in Leadership: 
Managers should intentionally assign skilled migrant workers to liaison, coordination, and leadership 
roles across departments. Visibility of diversity in senior positions helps dismantle stereotypes and signals 
that upward mobility is achievable for all, regardless of nationality (Minbaeva & Michailova, 2004). This 
visibility boosts employee morale and encourages sustained knowledge contribution. 
5. Advocate for Supportive Policies and Provide Internal Support: 
Managers, in collaboration with their organisations, can engage with the Swedish Migration Agency, 
government entities, and other stakeholders to advocate for favourable migration policies (Mahroum, 
2001; Swedish Migration Agency, 2003; Staufenbiel & König, 2010). Internally, they should offer visa 
50 
assistance, fair compensation, and job security to reduce turnover and promote a stable, committed, and 
trusting workforce capable of contributing to long-term knowledge-building efforts.  
Managers interviewed in this study confirmed that they often lacked structured approaches to diversity, 
integration, and knowledge sharing. However, they also expressed a readiness to adopt practical tools and 
routines that could systematise inclusion and unlock the full potential of their diverse teams. 
5.4 Limitations of the Study 
This research was conducted within the specific context of skilled immigrants and local managers 
employed by multinational corporations in Sweden, using convenience and snowball sampling due to 
time and resource constraints. As a result, the findings may not be generalisable to other national or 
organisational contexts, especially where economic, social, and political factors differ significantly. 
While efforts were made to enhance validity through researcher triangulation and participant verification, 
there remains a risk of interpretive bias, particularly in the thematic analysis of interview data. 
Additionally, the study took place during a period of instability in Swedish migration policy, notably 
related to changes in work permit salary thresholds. These external developments may have shaped 
participants’ experiences and perceptions in ways that are specific to the time frame, and may not serve as 
stable indicators of long-term knowledge-sharing behaviours. 
In future research, broader sampling across other organisational stakeholders, inclusion of policy actors, 
and cross-country comparative studies could provide deeper insight into how structural, cultural, and 
policy environments shape knowledge sharing in diverse workplaces. 
51 
6 Conclusion 
This chapter provides an overview of the study by revisiting its aim, research process, and key findings. It 
outlines the limitations encountered during the research and offers recommendations for future studies. In 
essence, the chapter summarises the purpose, methodological approach, and outcomes of the study, 
offering a clearer understanding of how the applied theoretical frameworks supported and informed the 
findings. 
6.1 Restating the Aim and Methodology 
This study set out to examine the factors influencing knowledge creation and transfer among skilled 
immigrants within multinational organisations in Sweden. Using a qualitative methodology, the study 
involved semi-structured interviews with both skilled migrant employees and managerial representatives 
at multinational corporations such as Volvo Cars, Volvo Trucks, Power Factors, and Northvolt. These 
firms, located in Gothenburg and Skellefteå, offered a suitable context for examining the intersection of 
migration and knowledge practices within global organisations. Participants were recruited through a 
combination of convenience and snowball sampling, resulting in nine interviews conducted both in person 
and via Zoom. The data was transcribed and thematically analysed, generating rich insights into how 
organisational, social, and policy factors influence the contribution of skilled migrants to knowledge 
creation and transfer. 
6.2 Summary of Key Findings 
The study identified three core findings that contribute to understanding the integration of migrant 
knowledge in multinational firms. Firstly, while general onboarding systems existed, there was a 
noticeable lack of migrant-specific integration initiatives. These standardised approaches failed to address 
the unique cultural, professional, and transitional needs of skilled migrants, which often limited their early 
52 
confidence and engagement in knowledge-sharing processes. Both employee and managerial perspectives 
revealed that skilled migrants are underrepresented in leadership and decision-making roles. Managers 
acknowledged that although diversity and inclusion are formally valued, advancement to strategic roles 
often depends on informal networks, Swedish language proficiency, or internal tenure which are factors 
that tend to disadvantage migrants. This limited representation in leadership contributes to feelings of 
exclusion among migrant workers and reflects structural barriers to leveraging diverse knowledge. 
Consequently, migrants reported reduced motivation to share their expertise, and some managers admitted 
there was no formal system for identifying or promoting diverse leadership. Thirdly, migration policy in 
Sweden, particularly changes related to work permit salary thresholds, created a sense of job insecurity 
among migrant employees. This challenge contributed to risk-averse behaviour and suppressed their 
willingness to innovate or speak up, despite possessing relevant skills and insights. Together, these 
findings point to the layered structural and cultural barriers that hinder the full integration of migrant 
knowledge within multinational organisational contexts. 
6.3 Theoretical Contributions 
This research makes several significant contributions to existing theory. It extends Grant’s (1996) 
Knowledge-Based View (KBV) by emphasising that the existence of knowledge assets within an 
organisation is not enough; structural mechanisms and inclusive systems must support the integration and 
utilisation of those assets. It also broadens Szulanski’s (1996) concept of knowledge stickiness by 
highlighting that barriers to knowledge transfer are not only internal but can be shaped by external factors 
such as migration policy and legal frameworks. Furthermore, this study refines Minbaeva and 
Michailova’s (2004) motivation-based model by demonstrating that external threats, such as job insecurity 
linked to visa dependency, can override even strong intrinsic motivation to share knowledge. The findings 
also support Roberson and Park’s (2007) argument that social identity and leadership visibility influence 
knowledge-sharing behaviours, particularly when individuals from underrepresented backgrounds 
53 
struggle to see themselves reflected in organisational hierarchies. Finally, this study contributes to 
diversity-innovation literature (Nathan, 2014; Østergaard et al., 2011) by emphasising that visible 
diversity, especially in leadership and strategic roles, is crucial to unlocking the full benefits of a 
multicultural workforce. 
6.4 Practical and Managerial Implications 
The findings offer several practical implications for organisational leaders and managers. First, companies 
must move beyond generic diversity programmes and design onboarding and integration initiatives that 
are culturally responsive and tailored to the specific challenges faced by migrant employees. This may 
include cross-cultural mentoring, language-sensitive orientation sessions, and structured feedback loops 
that promote inclusion. Second, firms should establish formal knowledge-sharing structures to capture 
and codify the expertise of migrant workers. These systems could include internal knowledge platforms, 
digital playbooks, or collaborative tools designed to make tacit knowledge more visible and transferable 
across the organisation. Third, leadership development pathways should be made more accessible to 
skilled migrants, allowing them to participate meaningfully in strategic decisions and management. Such 
inclusivity not only boosts employee morale but also strengthens the organisation’s problem-solving and 
innovation capacity. Managers should also encourage cross-functional collaboration by facilitating team 
rotations, shared project goals, and inclusive work routines that promote mutual learning and trust among 
diverse employees. Additionally, organisations should offer internal support mechanisms such as legal aid 
for visa processing, while also taking a more active stance in advocating for fairer migration policies. By 
doing so, they help reduce migrant employee turnover and create a more stable, motivated, and 
collaborative workforce. 
54 
6.5 Study Limitations 
Despite its contributions, this study has certain limitations. The use of convenience and snowball 
sampling introduced potential bias, as participants were primarily recruited through personal and 
professional networks. Furthermore, the study focused geographically on Gothenburg and Skellefteå, 
which limits the applicability of the findings to broader national or international contexts. These 
limitations suggest the need for more representative sampling and broader sectoral coverage in future 
research. 
6.6 Recommendations for Future Research 
Future research should expand the scope of investigation to include participants from different countries 
and sectors to allow for comparative analysis of how organisational and national contexts influence 
knowledge transfer among migrants. Including direct interviews policymakers would also provide a more 
comprehensive understanding of how institutional strategies are developed and how policy constraints are 
navigated internally. Researchers should explore how emerging digital technologies, such as AI and 
internal knowledge platforms, affect the visibility and application of migrant knowledge within 
organisations. Longitudinal studies tracking the career trajectories of skilled migrants within multinational 
corporations would offer valuable insights into patterns of progression and the long-term impacts of 
inclusive practices. Furthermore, research could examine how firm-level advocacy efforts shape or 
influence national migration policy reforms, potentially revealing important mechanisms by which 
organisations act as agents of policy change. 
6.7 Final Reflections 
This thesis demonstrates that effective knowledge sharing in multicultural organisations is not merely a 
by-product of diversity but depends on the presence of inclusive leadership, enabling policies, and 
55 
equitable systems of participation. While skilled migrants bring valuable expertise and global perspectives 
to the workplace, their contributions can only be fully realised when organisations actively dismantle 
structural barriers and cultivate inclusive environments. Managers and policy actors alike play a pivotal 
role in creating conditions where diverse knowledge can thrive, flow freely across teams, and contribute 
meaningfully to innovation and competitive advantage. In conclusion, the findings affirm that the 
potential of skilled migrants is not inherently limited, but often constrained by the systems around them, 
which with intentional redesign, can be restructured to unlock the full value of global talent. 
56 
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62 
Appendices 
Appendix 1 
Semi-structured interview guide for employees 
Purpose of Study: To explore how the immigration of skilled workers contributes to knowledge creation 
within Multinationals in Sweden. Specifically, we aim to understand the organisational, social, and 
policy-level factors that enable or hinder the contributions of skilled migrants.  
 
Name (Optional)..................................................................................................................... 
Position………………. …………………………………………………………………….. 
Department……………………………………………………………………………………  
Years of experience…………………………………………………………………………. 
Industry ……………………………………………………………………………………… 
Professional background, including migration history (if 
applicable)................................................................................................................................. 
Level of Education Before Migration and After ……………………………………………… 
Country of Education ………………………………………………………………………….. 
 
 
63 
Interview Questions 
Section 1. Organisational Factors 
Integration of skilled migrants at work 
1. Briefly explain how the organisation supports the process of integration for migrant workers. 
2. Could you please share the details of specific programs and practices within the organisation that 
promote inclusion and diversity? 
3. What training or onboarding programs are available to help migrant workers adapt to the culture 
and organisational environment? 
4. Can you describe your experience with the organisation’s process of workplace socialisation in 
the beginning and now? 
Knowledge Creation and Utilisation  
5. Do you think that migrants face any barriers in contributing to knowledge creation? If yes, what 
are these barriers as you have identified  
6. In what ways does your organisation identify and leverage the knowledge and skill sets of 
migrant workers  
7. How does the organisation facilitate the exchange of knowledge and skills between native and 
migrant workers? Is this a top consideration when forming teams and groups  
Section 2. Social Factors 
8. What can you say about the nature of relationships that exist between native workers and 
migrants? 
9. How well do migrant workers participate in social groups within the organisation? To what extent 
do you think it promotes knowledge-sharing 
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10. Can you identify any cultural and practice differences that impact workplace collaboration and 
communication? 
11. If you were to give an opinion, do skilled migrants feel included in decision-making and 
innovation-related processes? 
12. How do you view the role of managers in promoting an all-inclusive work environment?  
Section 3. Policy-level factors  
13. How does the Swedish migration policy impact the recruitment and retention of skilled migrants 
in your organisation? I.e work permit, residency requirement, and other regulations 
14. Does your organisation have a partnership with another organisation or the government that 
supports skilled migrant workers? 
15. How does your organisation adapt to policy-level factors concerning the employment of skilled 
migrants? 
Section 4  Recommendations and Past Contributions 
16. Can you share any specific success stories you know about how migrant workers have 
contributed to promoting organisational knowledge? 
17. In what ways do skilled migrants contribute to knowledge creation in your organisation? 
18. What do you think your organisation can do better to make the most out of the skills and 
knowledge of migrant workers? 
19. Would you recommend any changes to specific policies, programs, or practices to help migrant 
workers increase their efficiency in contributing to knowledge creation? 
20. What will be your advice to another organisation seeking to promote the inclusion and integration 
of migrant workers to achieve maximum utilisation of their skills and knowledge?  
21. Is there anything else you would like to add, emphasise, or change in your response? 
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22. Is there anyone else in your organisation or network who could provide us with further 
information on this topic? 
Thank you for taking the time to give us insights into these questions! 
- Note: We will request contact details in case a follow-up interview or clarification is needed, 
provided the respondent is comfortable sharing them with us.  
 
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Appendix 2 
Semi-structured interview guide (HR/Managers) 
Purpose of Study: To explore how the immigration of skilled workers contributes to knowledge creation 
within Multinationals in Sweden. Specifically, we aim to understand the organizational, social, and 
policy-level factors that enable or hinder skilled migrants' contributions.  
Section 1: Introduction 
1. Can you briefly describe your role and responsibilities in the company?  
2. How long have you worked with this organization and in your current position?  
3. How diverse is your workforce in terms of international/migrant employees?  
 
Section 2: Recruitment and Onboarding  
4. What is your company’s approach to recruiting international talent or migrant workers?  
5. How do you support the onboarding and integration of migrant employees into the organization?  
6. Are there any specific onboarding practices aimed at leveraging the prior knowledge or expertise of 
migrant workers?  
 
Section 3: Knowledge Creation and Transfer  
7. In your view, how do migrant workers contribute to knowledge creation within your 
organization?  
 
8. Can you share any examples where migrant employees introduced new ideas, practices, or solutions?  
9. How is knowledge from migrant workers captured or shared across teams or 
departments?  
10. Are there formal or informal mechanisms (e.g. mentoring, communities of practice, knowledge 
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repositories) to support this?  
 
Section 4: Organizational Support and Culture  
11. How would you describe the organizational culture in terms of openness to diverse 
perspectives?  
12. What challenges do migrant workers typically face when it comes to expressing or sharing 
their knowledge?  
13. What role does HR play in facilitating knowledge sharing across different nationalities or cultural 
backgrounds?  
 
Section 5: Barriers and Enablers 
14. What are some structural or cultural barriers that may hinder migrant workers’ ability to contribute 
knowledge?  
15. Conversely, what policies or practices have you seen be effective in enabling their knowledge 
transfer?  
 
Section 6: Evaluation and Future Outlook  
16. How does your organization evaluate the impact of diversity or migrant inclusion on innovation 
or knowledge outcomes?  
17. In your opinion, how can HR practices be improved to enhance the knowledge contributions of 
migrant workers in the future?  
Closing  
18. “Is there anything else you would like to add regarding migrant workers and 
knowledge sharing in MNCs?” 
 
 
 
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