Managing Knowledge Transfer in Mncs: The Impact of Headquarters Control Mechanisms

By Ingmar Björkman, Wilhelm Barner‐Rasmussen, Li Li. 2004

715 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/83f536aae04f04c366b912420aeef59f99281690

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Reverse knowledge transfer in MNEs: : subsidiary innovativeness and entry modes (2014, background): “…responses to the above items (Cronbach’s alpha ¼ 0.61).7 Subsidiary autonomy can affect both the innovativeness of the foreign subsidiary (Ghoshal and Bartlett, 1988; Venaik et al., 2005) and the occurrence and the intensity of knowledge transfer within an MNE (Björkman et al., 2004; Schulz, 2001).”
Enhancing knowledge transfer in multinational corporations: a dynamic capabilities driven model (2007, background): “…time at corporate headquarters but also in other parts of the MNC. Supplementing these training initiatives is the design of performance appraisal that enables individuals to reflect on behaviours that are inconsistent with the shared corporate goals (Minbaeva et al., 2003; Björkman et al., 2004).”
Knowledge transfer in multinational corporations: Productive and counterproductive effects of language-sensitive recruitment (2014, background): “Previous research has suggested that investment in various HRM practices, such as merit-based promotions, performance appraisals, and training, facilitates the ability of employees to transfer knowledge (Björkman et al., 2004; Minbaeva, Pedersen, Björkman, Fey, & Park, 2003).”
Parent Company Benefits from Reverse Knowledge Transfer: The Role of the Liability of Newness in MNEs (2011, background): “This approach is similar to Ambos and Schlegelmilch (2004), Björkman et al. (2004), and Noorderhaven and Harzing (2009).”
Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions (2010, methodology): “In general, a functional approach has been used in several knowledge transfer studies to measure knowledge transfer in different functions, which are then aggregated to a general measure of knowledge transfer (Björkman et al., 2004; Capron et al., 1998).”
Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007, background): “been uncovered (Szulanski, 1996; Gupta and Govindarajan, 2000; Schulz, 2001, 2003; Björkman et al., 2004).”
Knowledge transfer in multinational corporations (2007, background): “(1996), Lane and Lubatkin (1998), Bresman et al. (1999), Simonin (1999a, 1999b), Lane et al.”