Pathways of Relevance: Exploring Inflows of Knowledge into Subunits of Multinational Corporations

By M. Schulz. Organ. Sci., 2003

305 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/16f9173e979897f2d2a49461a8e5509f0dfe868a

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Citations in the corpus

An exploration of multinational enterprise knowledge resources and foreign subsidiary performance (2013, background): “knowledge is a strong motivation for subsidiaries to assimilate knowledge from the parent (Gupta & Govindarajan, 2000; Minbaeva, Pedersen, Bjorkman, Fey, & Park, 2003), and leads to strengthened knowledge inflows to the subsidiary (Schulz, 2003).”
Conventional and Reverse Knowledge Flows in Multinational Corporations† (2008, unknown): “Schulz noted that “knowledge can change other knowledge the more it is related to it or can be related to it” (Schulz, 2003: 442).”
Absorptive capacity, innovation, and financial performance (2011, background): “Following the work of prominent scholars in the field (i.e., Gupta and Govindarajan, 2000; Schulz, 2001, 2003; Mom et al., 2007), this study adopts a broader perspective on external knowledge inflows to denote the aggregate amount of (tacit and explicit) complementary knowledge—pertaining to…”
Knowledge, Networks, and Knowledge Networks (2011, background): “Regarding benefits, research consistently shows that strong ties—indicated by high levels of social interaction or frequent communication and affective closeness—within and between units lead to more effective knowledge sharing (e.g., Hansen, 1999; Schulz, 2003; Szulanski, 1996) and promote knowledg”
Dual embeddedness, influence and performance of innovating subsidiaries in the multinational corporation (2014, result): “This reasoning is in line with the finding that intra-firm communication is important for successful product innovation (Fidler & Johnson, 1984; Hillebrand & Biemans, 2004; Schulz, 2003) and for the adoption of innovations by subsidiaries (Ghoshal & Bartlett, 1988).”
Knowledge-sharing and social interaction within MNEs (2009, background): “We see workflow integration as an important factor because it makes it more likely that knowledge shared between two units is relevant to the operational processes of these units (Schultz, 2003).”
Individual connectedness in innovation networks: On the role of individual motivation (2013, background): “…in suggesting the beneficial role of informal interpersonal ties for knowledge transfer (e.g. Granovetter, 1973; Hansen, 1999), the actual process through which organizational knowledge is transferred remains relatively under-explored in the literature (Schulz, 2003; Reagans and McEvily, 2003).”
KNOWLEDGE SHARING IN ORGANIZATIONS: MULTIPLE NETWORKS, MULTIPLE PHASES (2005, background): “Third, established within-team relations may give team members increased awareness of each other's knowledge, including awareness of knowledge that may be relevant to project-specific tasks (Austin, 2003; Schulz, 2003).”
DEATH HURTS, BUT IT ISN'T FATAL: THE POSTEXIT DIFFUSION OF KNOWLEDGE CREATED BY INNOVATIVE COMPANIES. (2005, background): “However, vicarious learning—learning from the experience of others through observation (Cyert & March, 1963)—is likely to be less costly than reinventing and learning experientially (Schulz, 2003).”
Knowledge spillovers through human mobility across national borders: Evidence from Zhongguancun Science Park in China (2011, background): “Previous research has suggested that this “skills gap” can be closed by trade-related and foreign direct investment (FDI)-related knowledge spillovers (Buckley, Clegg and Wang, 2007; Monteiro, Arvidsson and Birkinshaw, 2008; Schulz, 2003; Wei and Liu, 2006).”