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La localisation d’une entreprise multinationale et le savoir enraciné. L’étude de cas d’un cluster industriel

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  • Dorota Leszczynska
  • Erick Pruchnicki

Abstract

Research works haven’t yet shed much light on the performance of the location choice of multinational companies. The aim of this publication is to highlight the link between geographically embedded knowledge, the location of a multinational company and its consequential performance. We put forward a conceptual approach allowing to formulate the bases of a mathematical modelisation. A case-study is carried out within the industrial cluster in Grasse. Our research has led us to highlight some types of managerial behaviours which will ensure the location performance within a cluster.

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Bibliographic Info

Paper provided by Department of Research, Ipag Business School in its series Working Papers with number 2014-274.

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Length: 16 pages
Date of creation: 29 Apr 2014
Date of revision:
Handle: RePEc:ipg:wpaper:2014-274

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Related research

Keywords: mathematical modelisation; embedded knowledge; cluster; location; performance;

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  1. Nielsen, Bo Bernhard, 2005. "The role of knowledge embeddedness in the creation of synergies in strategic alliances," Journal of Business Research, Elsevier, vol. 58(9), pages 1194-1204, September.
  2. Michael Porter, 1994. "The Role of Location in Competition," International Journal of the Economics of Business, Taylor & Francis Journals, vol. 1(1), pages 35-40.
  3. John H Dunning, 1998. "Location and the Multinational Enterprise: A Neglected Factor?," Journal of International Business Studies, Palgrave Macmillan, vol. 29(1), pages 45-66, March.
  4. Ambos, Tina C. & Ambos, Björn, 2009. "The impact of distance on knowledge transfer effectiveness in multinational corporations," Journal of International Management, Elsevier, vol. 15(1), pages 1-14, March.
  5. Feldman, Maryann P. & Audretsch, David B., 1999. "Innovation in cities:: Science-based diversity, specialization and localized competition," European Economic Review, Elsevier, vol. 43(2), pages 409-429, February.
  6. Charles Dhanaraj & Marjorie A Lyles & H Kevin Steensma & Laszlo Tihanyi, 2004. "Managing tacit and explicit knowledge transfer in IJVs: the role of relational embeddedness and the impact on performance," Journal of International Business Studies, Palgrave Macmillan, vol. 35(5), pages 428-442, September.
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