Interunit Communication in Multinational Corporations

Ghoshal, Sumantra; Korine, Harry; Szulanski, Gabriel

doi:10.1287/mnsc.40.1.96

Cited by 439 publications

(266 citation statements)

References 41 publications

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“…Such lateral communication across geographic boundaries is an important integrating device within the MNC to manage the dispersion of the organization (Ghoshal, Korine, & Szulanski, 1994), and subsidiary managers may utilize these horizontal links to mobilize knowledge (Mors, 2010).…”

Section: Mnc Knowledge Flows At the Individual-level: The Central Rolmentioning

confidence: 99%

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

Tippmann

Scott²,

Mangematin

2014

Journal of World Business

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Knowledge flows are a key source of advantage for multinational corporations (MNCs). As research on subsidiary knowledge flows to date has mostly focused on organization-level investigations, often using quantitative methodologies, the nuances of knowledge flows practices and their micro-foundations require further theoretical development. Using detailed qualitative data on 40 cases of subsidiary managers" knowledge mobilizations, this paper unravels some of the micro-level practices of knowledge mobilizationsin MNCs. We find that subsidiary manager"s knowledge mobilization practices initiate a complex pattern of subsidiary knowledge inflows, pinpointing the significance of lateral and bottom up exchanges (locally as well as internationally)and the emergent nature of utilizing practices, specialist skills and expertise, as well as experience and advice to develop solutions. We use these insights to distinguish between two types of subsidiary knowledge flows: deliberate and emergent knowledge flows and highlight how their differences have profound implications for the investigation of subsidiary and MNC knowledge flows and their microfoundations.

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Section: Mnc Knowledge Flows At the Individual-level: The Central Rolmentioning

confidence: 99%

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

Tippmann

Scott²,

Mangematin

2014

Journal of World Business

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“…Ghoshal, Korine & Szulanski, 1994;Nobel & Birkinshaw, 1998). Yet effective communication relies upon a shared language, a condition that is not easily fulfilled in many MNCs.…”

Section: Introductionmentioning

confidence: 99%

Hablas vielleicht un peu la mia language?A comprehensive overview of the role of language differences in headquarters–subsidiary communication

Harzing

Pudelko

2013

The International Journal of Human Resource Management

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The management of human resources in headquarters (HQ)-subsidiary relationships requires intensive communication, but effective communication often depends on having a shared language. Hence, language differences can be a serious threat to the successful management of human resources in multinational corporations (MNCs). In this large-scale quantitative study, encompassing data from more than 800 subsidiaries in thirteen countries, we investigated four related issues. First, in terms of the importance of language differences, we found that HQ-subsidiary relationships are clearly affected by language differences and that the latter form a distance category of their own, which should not be subsumed under the related, but separate concept of cultural differences. Second, regarding the consequences of language differences for communication outcomes, we found that a lack of a shared language is associated with misunderstanding, conflict and parallel information networks which could harm HQ-subsidiary interactions. Third, with regard to the impact of language differences on communication methods, we found that a lack of a shared language is associated with a significantly lower level of oral (face-to-face and phone) communication, but not written communication. Fourth, and finally, in terms of a potential solution to communication problems caused by language differences, we found that expatriates can facilitate both communication and knowledge transfer between HQ and subsidiaries.

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“…Socialization mechanisms within MNCs act to "build inter-personal familiarity, personal affinity, and convergence in cognitive maps among personnel from different subsidiaries" (Gupta & Govindarajan, 2000: 479). As Ghoshal, Korine, & Szulanski (1994) noted: "lateral interpersonal networking is considered to be one of the most important elements in managing information flows within MNCs" (Ghoshal et al,1994: 101). Socialization within the MNC supports goal sharing (Gupta, Govindarajan, & Malhotra, 1999) and willingness to share knowledge (Björkman et al, 2004;Gupta & Govindarajan, 2000).…”

Section: Baseline Hypothesesmentioning

confidence: 99%

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

Williams

Lee

2016

International Business Review

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Interunit Communication in Multinational Corporations

Cited by 439 publications

References 41 publications

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

Hablas vielleicht un peu la mia language?A comprehensive overview of the role of language differences in headquarters–subsidiary communication

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

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