How do multinational companies leverage technological competencies? Moving from single to interdependent explanations

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Where do resources come from? The role of idiosyncratic situations (2004, background): “Such differences are important in the context of innovation because, increasingly, research suggests that the technological landscape is differentiated across geographic space (Freeman and Soete, 1997; Katila and Ahuja, 2002; Hansen and Lovas, 2004).”
Global Innovation in MNCs: The Effects of Subsidiary Self-Determination and Teamwork† (2007, background): “The ability of multinational corporations (MNCs) to leverage their innovation competencies across globally dispersed subsidiaries is an increasingly valuable source of competitive advantage (Almeida, 1996; Frost, 2001; Hansen, 2002; Hansen and Lovas, 2004; Nobel and Birkinshaw, 1998).”
Innovation in a global consulting firm: when the problem is too much diversity (2010, background): “well as cultural and national differences (Barkema and Vermeulen, 1997; Hansen and Løvås, 2004).”
Conventional and Reverse Knowledge Flows in Multinational Corporations† (2008, unknown): “We found that relevance is an important factor influencing knowledge flows within multinational organizations, which concurs with ideas in the literature (e.g., Hansen & Løvas, 2004; Schulz, 2003).”