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Managing Cross-Border Complementary Knowledge: Conceptual Developments in the Business Process Approach to Knowledge Management in Multinational Firms

In: The Changing Global Context of International Business

Author

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  • Martin J. Carter

Abstract

The current explosion of interest in ‘knowledge management’ within firms (Nonaka and Takeuchi, 1995; von Krogh and Roos, 1996; Grant, 1997; Stewart, 1997; Boisot, 1998; Teece, 1998)1 illustrates the strong linkage between the process of managing a firm’s knowledge assets and the global competitiveness of the firm. Gaining value from the intangible assets a firm possesses is a key component in achieving the strongest possible competitive stance. Techniques of knowledge management are transferable within the firm, but only at a cost. This cost will be lower the more permeable are the internal dimensions of the firm. Thus organizational and cultural barriers internal to the firm become a prime concern when the firm’s management is seeking the most effective use of its intangible knowledge assets. It is an arguable proposition that the ability to manage knowledge will have a culture-specific element, and therefore, to some degree, a nation-specific aspect. Knowledge management therefore provides a key link between a firm’s global competitiveness and the national attractiveness of particular locations and of the national ownership of successful global firms.

Suggested Citation

  • Martin J. Carter, 2003. "Managing Cross-Border Complementary Knowledge: Conceptual Developments in the Business Process Approach to Knowledge Management in Multinational Firms," Palgrave Macmillan Books, in: The Changing Global Context of International Business, chapter 13, pages 293-321, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-50155-3_13
    DOI: 10.1057/9780230501553_13
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