Hong, J and Snell, R and Easterby-Smith, M P V (2009) Knowledge flow and boundary crossing at the periphery of a MNC. Thunderbird International Business Review, 18 (6). pp. 539-554. ISSN 1096-4762Full text not available from this repository.
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.
|Journal or Publication Title:||Thunderbird International Business Review|
|Departments:||Lancaster University Management School > Management Learning & Leadership|
|Deposited On:||11 Jul 2011 19:32|
|Last Modified:||25 Mar 2013 15:40|
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