A model of knowledge management and the N‐form corporation

By G. Hedlund. 2007

1,353 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/240dec871edcd10176d187bf3c185fbc38efabb0

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In Strategy and Management

Citations in the corpus

Role of home and host country innovation systems in r&d internationalisation: a patent citation analysis (2005, background): “Indeed, this ability to codify and ‘articulate’ knowledge represents one source of firms’ sustainable competitive advantage (Hedlund, 1994 ; Teece and Pisano, 1994 ).”
The impact of distance on knowledge transfer effectiveness in multinational corporations (2009, background): “and Ghoshal, 1989; Hedlund, 1994; Grant, 1996).”
The Impact of Team Atmosphere on Knowledge Outcomes in Self-managed Teams (2005, background): “Informal communication networks favour both explicit and implicit knowledge sharing (Hedlund 1994).”
Learning from foreign subsidiaries: An empirical investigation of headquarters' benefits from reverse knowledge transfers (2006, result): “These assumptions fit well with the emergent literature on transnational, heterarchical or multi-focal firms (Bartlett & Ghoshal, 1988; Forsgren, 1990; Ghoshal & Nohria, 1993; Hedlund, 1994).”
Advancing Strategic Entrepreneurship Research: The Role of Complexity Science in Shifting the Paradigm (2009, positive): “According to Hedlund (1994) the “M-form,” which implies a logic of hierarchical organization, built on assumptions and hypotheses like those articulated by Simon (1962), has lost its usefulness.”
Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management (2009, background): “…that organizational learning – or the process of acquiring and integrating new knowledge – can help the firm: (1) expand its range of strategic choices (Hedlund, 1994); (2) improve its ability to continuously build and modify unique capabilities (Teece et al., 1997); and (3) prevent its core…”
Innovation, organizational learning, and performance (2011, neutral): “with previous theoretical (Cohen and Levinthal, 1990; Hedlund, 1994; Kogut and Zander, 1992; Leonard-Barton and Sensiper, 1998; March, 1991; Nonaka and Takeuchi, 1995) and empirical (Baker and Sinkula, 1999; Hurley and Hult, 1998) studies.”
Toward coopetition within a multinational enterprise: A perspective from foreign subsidiaries (2005, background): “Knowledge sharing has been studied from the viewpoints of global value-chain (Hedlund, 1994; Hitt, Hoskisson, & Ireland, 1994), resource exploitation and exploration (Kogut & Zander, 1992; Zander & Kogut, 1995), and global integration (Ghoshal & Bartlett, 1988; Gupta & Govindarajan, 1991).”
The Effect of Absorptive Capacity on Innovativeness: Context and Information Systems Capability as Catalysts (2010, positive): “These results support the theoretical literature (Cohen and Levinthal, 1990; Hedlund, 1994; Kogut and Zander, 1992; Leonard-Barton and Sensiper, 1998; March, 1991; Nonaka and Takeuchi, 1995) and are consistent with previous empirical research (Baker and Sinkula, 1999; Hurley and Hult, 1998).”
Does quality management foster or hinder innovation? An empirical study of Spanish companies (2008, background): “Indeed, this relevance of learning and knowledge management has been discussed extensively in the literature regarding both their strategic linkage with innovation (Stata, 1989; Hedlund, 1994; Nonaka & Takeuchi, 1995; LeonardBurton & Sensiper, 1998) and also with quality management (Hackman & Wagema”
Knowledge conversion capability and the performance of corporate and university spin-offs (2007, background): “Knowledge takes many forms ranging from tacit to explicit and resides in individuals and groups (Hedlund, 1994).”
The open innovation research landscape: established perspectives and emerging themes across different levels of analysis (2016, neutral): “Research in this area will help to shed light on organisational paradoxes such as between stability and learning (Nelson and Winter 1982; Leonard-Barton 1995), between hierarchy and heterarchy (Hedlund 1994; Crumley 1995), and between employees’ simultaneous engagement in production and innovation (”
Innovation in multinational subsidiaries: The role of knowledge assimilation and subsidiary capabilities (2008, background): “innovation network, with its success linked to the capacity to assimilate, generate, and integrate knowledge on a worldwide basis (Bartlett & Ghoshal, 1989; Hedlund, 1994).”