Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications

By L. F. Monteiro, Niklas Arvidsson, Julian Birkinshaw. Organ. Sci., 2008

503 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ac3a748fc6f9ef15e4ccda83fffe8365dc36e239

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Citations in the corpus

The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “The intraMNC flows of knowledge from subsidiaries with high autonomy have proven to be limited (Monteiro et al., 2008).”
Knowledge transfer in multinational corporations: Productive and counterproductive effects of language-sensitive recruitment (2014, methodology): “In line with Monteiro et al. (2008), we measured subsidiary age by subtracting the year of establishment from the year of data collection.”
Subsidiary expansion/contraction during times of economic crisis (2010, background): “In other words, subsidiaries oriented toward the within-country option are less likely to benefit from the across-country operational flexibility associated with large subsidiary networks (Lee & Makhija, 2009a; Monteiro et al., 2008).”
Parent Company Benefits from Reverse Knowledge Transfer: The Role of the Liability of Newness in MNEs (2011, background): “Monteiro, Arvidsson, and Birkinshaw (2008) use age as a proxy for the efficacy/ efficiency of intra-MNE communication.”
Corporate social responsibility and innovative capacity: Intersection in a macro-level perspective (2018, unknown): “This can be particularly important for business entities with increased levels of internationalization, considering that CSR is often pinpointed as a source of innovations for business entities and subsidiaries have been characterized as hubs of innovative techniques and competence-building within h”
Headquarters’ Attention and Its Effect on Subsidiary Performance (2010, background): “Focusing only on subsidiaries with a high level of strategic choice may be most effective, but will reinforce or even create in-goup/out-group cycles in the organization ( Monteiro et al. 2008; arvidsson 1999 ). For subsidiary managers, the message is clearer, but not necessarily easier to put into”
Knowledge, Networks, and Knowledge Networks (2011, background): “Research has examined characteristics of nodes as both recipients and sources of knowledge.”