Learning in MNCs: How subsidiary managers do (and do not) create global solutions
It is widely acknowledged in international business (IB) that the task of subsidiaries in multinational corporation (MNC) learning is to adapt, create and diffuse new knowledge. Departing from the common focus on the subsidiary's assigned mandate, this study takes a problemistic search perspective to explore subsidiary managers' actions in detail. A qualitative study was conducted into 38 solution finding processes employed in four subsidiaries. The paper's main contribution is a framework of subsidiary managers' roles in MNC learning, depicting how the framing of the problem influences knowledge search and solution finding activities, and how different activities result in learning at local and global levels. Further implications for MNC knowledge and organizational learning, the management of interdependencies and integration, and for economic geography literatures are discussed.
|Date of creation:||2012|
|Publication status:||Published in Journal of International Business Studies, Palgrave Macmillan, 2012, 43, pp.P. 746-771. <10.1057/jibs.2012.25>|
|Note:||View the original document on HAL open archive server: http://hal.grenoble-em.com/hal-00756252|
|Contact details of provider:|| Web page: https://hal.archives-ouvertes.fr/|
References listed on IDEAS
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- Gnyawali, Devi R. & Singal, Manisha & Mu, Shaohua "Carolyn", 2009. "Knowledge ties among subsidiaries in MNCs: A multi-level conceptual model," Journal of International Management, Elsevier, vol. 15(4), pages 387-400, December.
- Andersson, Ulf & Björkman, Ingmar & Forsgren, Mats, 2005. "Managing subsidiary knowledge creation: The effect of control mechanisms on subsidiary local embeddedness," International Business Review, Elsevier, vol. 14(5), pages 521-538, October.
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