By T. Chini
This e-book shifts the talk on wisdom transfers inside multinational organisations (MNCs) again to its center: How will we raise the effectiveness of cross-border transfers of information? a number of views on foreign wisdom flows, from keep watch over concerns to cultural obstacles, are built-in right into a entire framework. in keeping with a pattern of prime MNCs, empirical effects express which managerial mechanisms need to be carried out to extend the ease from wisdom transfers in headquarters and subsidiaries.
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Extra resources for Effective Knowledge Transfer in Multinational Corporations
A slightly different approach is taken by Hedlund (1994), who distinguishes between the storage, transfer and transformation of knowledge. 4). The first link of the knowledge management value chain in these depictions is the creation of knowledge. g. g. ). In the latter case, this link could also be named ‘knowledge acquisition’. It also has to be determined whether the knowledge created and embedded in the context of one country or one subsidiary is of value for the rest of the organization (Kriwet 1997; Gupta and Govindarajan 2000).
Most frameworks take into account the importance of subsidiary responsiveness/autonomy versus integration/interdependence/coordination to characterize subsidiary mandates (Paterson and Brock 2002). 1. are completely comparable. Ambos (2002) notes that many studies assign the same labels while building on different theoretical bases. To outline the most important characteristics of the typologies which are especially helpful for this research, the approaches of Bartlett and Ghoshal (1986), Jarillo and Martinez (1990), Gupta and Govindarajan (1991), and Birkinshaw and Morrison (1995) were chosen.
Nohria and Ghoshal (1994) emphasize that the structure of headquarters–subsidiary relationships has to fit its context. Authors such as White and Poynter (1990) also note that subsidiaries are confronted with different challenges and require different administrative practices. MNCs can no longer rely exclusively on their home base (Doz et al. 1997) – neither in terms of tangible 37 38 Effective Knowledge Transfer in MNCs resources nor in terms of knowledge. Consequently, the power of subsidiaries vis-à-vis the headquarters increases and an important stream of scholarly research now focuses on the role of subsidiaries in knowledge creation (Holm and Pedersen 2000; Foss and Pedersen 2002).