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Knowledge flow and boundary crossing at the periphery of a MNC

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  • Hong, Jacky Fok Loi
  • Snell, Robin Stanley
  • Easterby-Smith, Mark
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    Abstract

    In this paper, we develop a model of four modes of knowledge flow, two involving knowledge acquisition and sharing, and two involving the localizing, embedding and investment of knowing in practice. We illustrate the model with data from an embedded case study involving a focal China-based subsidiary of a Japanese MNC, its headquarters, and two of its local suppliers. While power asymmetries appeared to have substantial impact on the terms upon which syntactic, semantic and pragmatic boundaries were crossed, successful knowledge transfer and boundary crossing appeared to depend on the willingness and ability of the various parties to engage in joint development of knowledge for mutual benefit.

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    Bibliographic Info

    Article provided by Elsevier in its journal International Business Review.

    Volume (Year): 18 (2009)
    Issue (Month): 6 (December)
    Pages: 539-554

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    Handle: RePEc:eee:iburev:v:18:y:2009:i:6:p:539-554

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    Related research

    Keywords: Boundary crossing Inter-organizational learning Knowledge transfer MNCs Power;

    References

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    Citations

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    Cited by:
    1. Esther Tippmann & Pamela Sharkey Scott & Vincent Mangematin, 2012. "Subsidiary managers' knowledge mobilizations: Unpacking emergent knowledge flows," Working paper serie RMT - Grenoble Ecole de Management hal-00864324, HAL.
    2. Michailova, Snejina & Minbaeva, Dana B., 2012. "Organizational values and knowledge sharing in multinational corporations: The Danisco case," International Business Review, Elsevier, vol. 21(1), pages 59-70.
    3. Esther Tippmann & Pamela Sharkey Scott & Vincent Mangematin, 2012. "Subsidiary managers' knowledge mobilizations: Unpacking emergent knowledge flows," Working Papers hal-00864324, HAL.
    4. Hallin, Christina & Holm, Ulf & Sharma, Dharma Deo, 2011. "Embeddedness of innovation receivers in the multinational corporation: Effects on business performance," International Business Review, Elsevier, vol. 20(3), pages 362-373, June.
    5. Tatli, Ahu & Vassilopoulou, Joana & Özbilgin, Mustafa, 2013. "An unrequited affinity between talent shortages and untapped female potential: The relevance of gender quotas for talent management in high growth potential economies of the Asia Pacific region," International Business Review, Elsevier, vol. 22(3), pages 539-553.
    6. Kasper, Helmut & Lehrer, Mark & Mühlbacher, Jürgen & Müller, Barbara, 2013. "On the different “worlds” of intra-organizational knowledge management: Understanding idiosyncratic variation in MNC cross-site knowledge-sharing practices," International Business Review, Elsevier, vol. 22(1), pages 326-338.
    7. Moore, Fiona, 2012. "Identity, knowledge and strategy in the UK subsidiary of an Anglo-German automobile manufacturer," International Business Review, Elsevier, vol. 21(2), pages 281-292.
    8. Santangelo, Grazia Domenica, 2012. "The tension of information sharing: Effects on subsidiary embeddedness," International Business Review, Elsevier, vol. 21(2), pages 180-195.
    9. Michailova, Snejina & Mustaffa, Zaidah, 2012. "Subsidiary knowledge flows in multinational corporations: Research accomplishments, gaps, and opportunities," Journal of World Business, Elsevier, vol. 47(3), pages 383-396.
    10. Park, Byung Il, 2011. "Knowledge transfer capacity of multinational enterprises and technology acquisition in international joint ventures," International Business Review, Elsevier, vol. 20(1), pages 75-87, February.

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