Abstract
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.
Original language | English |
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Pages (from-to) | 539-554 |
Number of pages | 16 |
Journal | International Business Review |
Volume | 18 |
Issue number | 6 |
DOIs | |
Publication status | Published - 1 Dec 2009 |
Funding
We are grateful to Lingnan University for providing support for the data collection and analysis under Grant No.: DR07C7 and to the Economic and Social Research Council's Advanced Institute of Management (AIM) Initiative for providing support for this paper under Award No.: 331-25-0018.
Keywords
- Boundary crossing
- Inter-organizational learning
- Knowledge transfer
- MNCs
- Power