Knowledge flow and boundary crossing at the periphery of a MNC

Fok Loi, Jacky HONG; Robin Stanley SNELL; Mark EASTERBY-SMITH

doi:10.1016/j.ibusrev.2009.08.001

Knowledge flow and boundary crossing at the periphery of a MNC

Fok Loi, Jacky HONG, Robin Stanley SNELL, Mark EASTERBY-SMITH

Department of Management

Research output: Journal Publications › Journal Article (refereed) › peer-review

44 Citations (Scopus)

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
Pages (from-to)	539-554
Number of pages	16
Journal	International Business Review
Volume	18
Issue number	6
DOIs	https://doi.org/10.1016/j.ibusrev.2009.08.001
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

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10.1016/j.ibusrev.2009.08.001

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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.",

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AB - 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.

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SP - 539

EP - 554

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JF - International Business Review

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Knowledge flow and boundary crossing at the periphery of a MNC

Abstract

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Keywords

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