Knowledge flow and boundary crossing at the periphery of a MNC

被引：39

作者：

Hong, Jacky Fok Loi ^{[1
]}

Snell, Robin Stanley ^{[2
]}

Easterby-Smith, Mark ^{[3
]}

机构：

[1] Univ Macau, Fac Business Adm, Taipa, Macau, Peoples R China

[2] Lingnan Univ, Dept Management, Tuen Mun, Hong Kong, Peoples R China

[3] Univ Lancaster, Dept Management Learning, Lancaster LA1 4YX, England

来源：

INTERNATIONAL BUSINESS REVIEW | 2009年 / 18卷 / 06期

基金：

英国经济与社会研究理事会;

关键词：

Boundary crossing; Inter-organizational learning; Knowledge transfer; MNCs; Power; MULTINATIONAL-CORPORATIONS; ORGANIZATIONAL PRACTICES; FOREIGN SUBSIDIARIES; MANAGING KNOWLEDGE; MANAGEMENT; COMMUNITIES; SYSTEMS; OBJECTS; TOYOTA; MARKET;

D O I：

10.1016/j.ibusrev.2009.08.001

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

In this paper, we develop a model of four modes of knowledge flow, two involving knowledge acquisition and sharing, and two involving the localizing, embedding and investment of knowing in practice. We illustrate the model with data from an embedded case study involving a focal China-based subsidiary of a Japanese MNC, its headquarters, and two of its local suppliers. While power asymmetries appeared to have substantial impact on the terms upon which syntactic, semantic and pragmatic boundaries were crossed, successful knowledge transfer and boundary crossing appeared to depend on the willingness and ability of the various parties to engage in joint development of knowledge for mutual benefit. (C) 2009 Elsevier Ltd. All rights reserved.

引用

页码：539 / 554

页数：16

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