Transferring knowledge in MNCs

Transferring Knowledge in MNCs: The Role of Sources of Subsidiary Knowledge and Organizational Context

We link up with the recent literature on the differentiated MNC with its stress on intra-MNC knowledge flows. However, rather than focusing on the characteristics of knowledge as determinants of knowledge transfer within MNCs, we focus instead on levels of knowledge in subsidiaries, the sources of transferable subsidiary knowledge, and on the organizational means and conditions that realize kno...

Knowledge Management: Standardization vs. Adaptation in MNCs

Knowledge Sharing and Social Interaction within Mncs

Social interaction between managers from different units of a multinational corporation (MNC) has been shown to be an important factor stimulating intra-MNC knowledge sharing. Face-to-face social interactions form a communication channel particularly conducive to the transfer of tacit, non-codified knowledge. But intensive social interaction also provides opportunities for social construction o...

Transferring knowledge on patient safety.

Transferring Tacit Knowledge in Extended Enterprises

Organizations need to build and use knowledge to remain viable in the face of competition and change. Due to the limits of organization and the bounded rationality of individuals working within the organizations it is impossible to make all of the required knowledge accessible in explicit and readily retrievable formats. Much of the knowledge an organization needs is held tacitly by members of ...