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Knowledge Governance and Value Creation

In: Knowledge Flows, Governance and the Multinational Enterprise

Author

Listed:
  • Volker Mahnke
  • Torben Pedersen

Abstract

Since its inception the field of MNC research notices that knowledge is key in the explanation of the existence, boundaries, internal structure, and competitive advantage of the MNC. No doubt, the governance of knowledge flows has remained a central theme in a large body of current academic work concerned with managerial practices in the MNC. The modern MNC is considered to be a ‘differentiated network’, where knowledge is created in various parts of the MNC and transferred to several interrelated units (Hedlund, 1986; Bartlett and Ghoshal, 1989; Gupta and Govindarajan, 1991, 2000). In this perspective, MNCs are no longer seen as repositories of their national imprint but rather as instruments, through which knowledge is accumulated in various local contexts and transferred horizontally between subsidiaries, shared vertically in headquarters-subsidiary relations, and between the MNC and its environment.

Suggested Citation

  • Volker Mahnke & Torben Pedersen, 2004. "Knowledge Governance and Value Creation," Palgrave Macmillan Books, in: Volker Mahnke & Torben Pedersen (ed.), Knowledge Flows, Governance and the Multinational Enterprise, chapter 1, pages 3-17, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-52387-6_1
    DOI: 10.1057/9780230523876_1
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    Cited by:

    1. Persson, Magnus, 2006. "The impact of operational structure, lateral integrative mechanisms and control mechanisms on intra-MNE knowledge transfer," International Business Review, Elsevier, vol. 15(5), pages 547-569, October.
    2. Rune Gulev, 2007. "The International Headquarters–Subsidiary Relationship: Projecting Economic Cultural Influences on Management within Selected EU Countries," Managing Global Transitions, University of Primorska, Faculty of Management Koper, vol. 5(1), pages 63-83.

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