Knowledge development and sharing in multinational corporations: The case of a centre of excellence and a transnational team

Adenfelt, Maria; Lagerström, Katarina

doi:10.1016/j.ibusrev.2006.05.002

Cited by 47 publications

(25 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…However, while not all subsidiaries are equally predisposed to launching or leveraging knowledge among other units of the MNC (Gold, Malhotra, & Segars, 2001), MNC headquarters can strengthen its control by creating an organizational setting (i.e. reshaping the internal MNC network) that is most conducive to knowledge sharing (Björkman, Barner-Rasmussen, & Li, 2004;Ciabuschi, Martin Martin, & Stahl, 2010;Foss & Pedersen, 2004), In this sense, the assignment of R&D roles, such as the establishment of a centre of excellence, is a deliberate mechanism available to headquarters to enhance knowledge development and sharing (Adenfelt & Lagerström, 2006). Consequently, as previous studies highlight, the configuration of the internal network is an important issue in the development of subsidiary R&D roles within an MNC.…”

Section: Internal Mnc Networkmentioning

confidence: 99%

“…Consequently, as previous studies highlight, the configuration of the internal network is an important issue in the development of subsidiary R&D roles within an MNC. The reason for this is that the relatively autonomous subsidiaries develop knowledge abroad and the internal network linkages are the channel by which such knowledge is made available to the rest of the MNC (Adenfelt & Lagerström, 2006). This in turn influences the internal strategic context for decision making in an 6 MNC (Garcia-Pont et al, 2009) and, thus, affects decisions regarding which subsidiaries to invest in and which to allocate mandates to (Bouquet & Birkinshaw, 2008).…”

Section: Internal Mnc Networkmentioning

confidence: 99%

See 1 more Smart Citation

Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness

Achcaoucaou

Miravitlles

Darder

2014

International Business Review

122

126

View full text Add to dashboard Cite

Sharing knowledge across borders has proven to be especially relevant to multinational corporations (MNCs). Foreign subsidiaries have become active players in these knowledge flows. However, the network effects of interacting with multiple agents on the evolution of the R&D role played by subsidiaries are still undeveloped. The present study focuses on changes in subsidiary capabilities and on the dynamic mechanisms by which their R&D role might evolve, especially, as a consequence of their interaction with a variety of knowledge networks. We examine this issue by conducting four longitudinal case studies of subsidiaries operating in Spain. Using an inductive approach to theory building, we develop a general theoretical framework considering the subsidiary's embeddedness in the knowledge networks within the MNC (internal) and within the host country (external). We find that evolving towards a competence-creating mandate is characterised by the simultaneous growth of embeddedness in both internal and external networks; otherwise, a subsidiary may gravitate away from upgrading its R&D role. Thus, the contribution of this paper is to present a dynamic model that sheds light on how internal and external knowledge embeddedness interact in generating outcomes for subsidiary R&D roles.

show abstract

Section: Internal Mnc Networkmentioning

confidence: 99%

Section: Internal Mnc Networkmentioning

confidence: 99%

Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness

Achcaoucaou

Miravitlles

Darder

2014

International Business Review

122

126

View full text Add to dashboard Cite

show abstract

“…When considering employment practices, one aspect of this is the extent to which the HR function has international channels through which diffusion might occur. One distinction that is linked to different types of international HR channels is between 'codifiable' and 'tacit' knowledge (Adenfelt and Lagerstrom 2006, Kogut and Zander 2003, Minbaeva 2007. There is some evidence that codifiable knowledge concerning HR practices can effectively be transferred through such mechanisms as international committees, information systems, databases and management audits (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

Multinational Companies and the Diffusion of Employment Practices from Outside the Country of Origin

Edwards

Ferner

et al. 2010

Manag Int Rev

View full text Add to dashboard Cite

and Key ResultsThis paper analyses the issue of variation between multinational companies in the extent to which they use their foreign operating units as the origin of employment practices that are subsequently transferred across the firm. It uses data from a nationally representative survey of MNCs in the UK and contrasts the relative influences of three sets of factors on diffusion.The results demonstrate that while the nationality of the parent firm and the way in which the multinational is configured have only modest effects on diffusion, the organisational conduits through which the diffusion of practices can occur are central to explaining variation between firms.

show abstract

“…In other words, global knowledge integration needs the presence of a well-definite organizational structure (Lipparini & Fratocchi, 1999). In this regard, Adenfelt and Lagerstrom (2006a) identified two possible organizational structures that support cross-border knowledge integration: multi-domestic and independent. The former consists in empowering several subsidiaries, from different locations, to work on the same assignment.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…They can define more independently their future technological orientations, in an emergent way, without being bound to other plants. The knowledge outcome, locally and independently developed in each site, is shared afterward with the rest of the firm (Adenfelt & Lagerstrom, 2006a).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Strategic and Organizational Evolutions of High-Tech SME on Global Market

2011

CBR

View full text Add to dashboard Cite

The "OLI paradigm" of Dunning (1977) claims that firm internationalization is addressed toward the exploitation of home-based specific advantages. However, evidence shows that SMEs are increasingly internationalizing their activities in order to enrich their resource pool. In this regard, a reinterpretation of the OLI paradigm came out with a new perspective suggesting that "foreign direct investment" (FDI) is increasingly oriented toward asset augmentation.Correspondingly, the purpose of this theoretical paper is to suggest a set of principles that could inform on how global small and medium-sized enterprises grow in the international marketplace when investing abroad.

show abstract

Knowledge development and sharing in multinational corporations: The case of a centre of excellence and a transnational team

Cited by 47 publications

References 61 publications

Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness

Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness

Multinational Companies and the Diffusion of Employment Practices from Outside the Country of Origin

Strategic and Organizational Evolutions of High-Tech SME on Global Market

Contact Info

Product

Resources

About