Enhancing Synergistic Innovative Capability in Multinational Corporations: An Empirical Investigation

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Global Innovation in MNCs: The Effects of Subsidiary Self-Determination and Teamwork† (2007, background): “For example, a survey of R&D units of multinational firms by Persaud (2005) provided important and”
Subsidiary Roles and Reverse Knowledge Transfer: An Investigation of the Effects of Coordination Mechanisms (2011, background): “Attention has also been paid to the role played by electronic-based coordination mechanisms in knowledge transfer processes, although this aspect has received less emphasis (Ambos and Ambos, 2009; Persaud, 2005).”
Competence and governance in strategic collaboration: The differential effect of network structure on the creation of core and non-core technology (2012, background): “Unmeasured differences in underlying innovation-related capabilities such as in R&D (Grimpe, 2007; Persaud, 2005), collaboration (Emden, Calantone, and Droge, 2006; Faems, Van Looy, and Debackere, 2005; Knudsen, 2007), marketing (Easingwood, Moxey, and Capleton, 2006), management style (Sarin and O’”
Management innovation: A systematic review and meta-analysis of past decades of research (2019, unknown): “, 2016) Organisational memory (Camisón & Villar-López, 2011) Organisational structure and strategy Organisational strategy (Naranjo-Gil, 2009) Centralisation (Jaskyte, 2011) (Subramanian & Nilakanta, 1996) Standardisation (Wright, Sturdy, & Wylie, 2012) (Llach, Castro, Bikfalvi, & Marimon, 2012) For”