Knowledge Transfer Performance of Multinational Companies
By Torben Pedersen, Bent Petersen, D. Sharma. 2001
113 citations recorded by the source corpus.
The effective dissemination throughout the MNC organization of valuable knowledge acquired by its local affiliates is seen as an important source of competitive advantage. Knowledge differs in characteristics and so do the available transfer mechanism. As such, it is essential that the MNC employ the mechanism of transfer that suits the specific knowledge characteristics. The use of unsuitable transfer mechanisms may cause loss of knowledge in the process of transmission or may involve unnecessarily high communication costs — both with potentially negative effects on the performance of the MNC.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/12fcb594c21eaba7caa74ef59c7a92a2c994b550
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In Organizational Behavior and Human Resource Management
- Henk W. Volberda
- L. Rabbiosi
- V. Taras
- Markus Venzin
- Marina Dabic
- Torben Pedersen
- Thomas Hutzschenreuter
- Giacomo Marzi
In Strategy and Management
- Torben Pedersen
- Henk W. Volberda
- L. Rabbiosi
- Thomas Hutzschenreuter
- Markus Venzin
- Volker Mahnke
- V. Taras
- Davor Vlajcic
Citations in the corpus
- Subsidiary Roles and Reverse Knowledge Transfer: An Investigation of the Effects of Coordination Mechanisms (2011, background): “In contrast, electronic tools are effective for transfers of standard data, and well-understood messages and information, while their limitations are evident when less codified knowledge has to be transferred (Daft and Lengel, 1986; Pedersen et al., 2003).”
- The role of path dependency and managerial intentionality: a perspective on international business research (2007, background): “ality, path-dependent experience (Hutzschenreuter and Voll, 2008) and knowledge accumulation (Pedersen et al., 2003), as well as the institutional and selection forces (see Figure 3).”
- Expatriates managers’ cultural intelligence as promoter of knowledge transfer in multinational companies (2018, background): “The same process, however, increases the exposure of a company's proprietary knowledge (Pedersen et al., 2003).”
- The impact of knowledge management on MNC subsidiary performance: the role of absorptive capacity (2005, background): “By contrast, when individual transaction costs of knowledge search and access are substantial, for example because adequate communication channels are missing (Pedersen et al, 2003), individual’s motivation will decrease accordingly.”
- A Process-Based Explanation of the Psychic Distance Paradox: Evidence from Global Virtual Teams (2014, background): “Negative effects of perceived differences were found in regard to knowledge transfer performance within multinational companies (Pedersen et al. 2003), the development of trust and performance in international”