Organizing Knowledge Processes in the Multinational Corporation: An Introduction

By N. J. Foss, Torben Pedersen. 2004

364 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/782684bb6591e5d59e611f3646b886e01c4681f6

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In Strategy and Management

Citations in the corpus

Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, neutral): “…processes, routines, paths, organizational structures, decision rules, and disciplines—has argued that these are important drivers of the performance of ﬁrms (Felin et al. 2012; Foss and Lindenberg 2013; Teece 2007), including MNEs (e.g., Augier and Teece 2007; Foss and Pedersen 2004).”
Why do international assignees stay? An organizational embeddedness perspective (2011, background): “However, our understanding of how such knowledge flows occur at the individual level of analysis (Foss & Pedersen, 2004) and how assignees acquire the knowledge that they can subsequently diffuse to the wider organization (Reiche et al., 2009) remains fairly limited.”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “…internal MNC network) that is most conducive to knowledge sharing (Björkman, Barner-Rasmussen, & Li, 2004; Ciabuschi, Martin Martin, & Stahl, 2010; Foss & Pedersen, 2004), In this sense, the assignment of R&D roles, such as the establishment of a centre of excellence, is a deliberate mechanism…”
Innovation in a global consulting firm: when the problem is too much diversity (2010, background): “…creation in MNEs This study answers the call for furthering our understanding of the challenges that individual managers in MNEs face and the (network) strategies they may employ to overcome them in order to improve their performance (Birkinshaw and Pedersen, 2008; Foss and Pedersen, 2004).”
The role of international assignees' social capital in creating inter-unit intellectual capital: A cross-level model (2009, methodology): “Despite the recognition that international assignees diffuse knowledge, there is little theoretical understanding of the processes and determinants of how knowledge is translated between individuals and organizational units on an international scale (Foss & Pedersen, 2004).”
Governance Mechanisms for the Promotion of Social Capital for Knowledge Transfer in Multinational Corporations (2010, neutral): “Frey (1997) points out that there might even be a negative effect of introducing extrinsic motivators to activities that are intrinsic in nature such as learning and creativity (cf.”
The Bridging Role of Expatriates and Inpatriates in Knowledge Transfer in Multinational Corporations (2016, background): “…firm, scholars increasingly highlight the role of individual heterogeneity and individuals' non-random distribution even within organizational units, which requires individual actors to diffuse, allocate and assimilate knowledge (Felin & Hesterly, 2007; Foss & Pedersen, 2004; Lenox & King, 2004).”
Developing effective global relationships through staffing with inpatriate managers: The role of interpersonal trust (2011, background): “…alternative in global organizations, there are limited theoretical and/or empirical findings of the processes, determinants and perceptions of trust formation between inpatriate managers and parent country/headquarters (HQ) management (Foss and Pedersen, 2004; Gupta and Govindarajan, 2000).”
Enhancing knowledge transfer in multinational corporations: a dynamic capabilities driven model (2007, background): “Coupled to this is: ‘yan absence of an adequate understanding of many of the causal mechanisms and contextual factors that mediate between knowledge processes and administrative and other organizational arrangements’ (Foss & Pedersen, 2004, p. 340).”