Knowledge flow and boundary crossing at the periphery of a MNC
Document Type
Journal article
Source Publication
International Business Review
Publication Date
12-1-2009
Volume
18
Issue
6
First Page
539
Last Page
554
Publisher
Pergamon Press
Keywords
Boundary crossing, Inter-organizational learning, Knowledge transfer, MNCs, Power
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.
DOI
10.1016/j.ibusrev.2009.08.001
Print ISSN
09695931
E-ISSN
18736149
Publisher Statement
Copyright © 2009 Elsevier Ltd
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Hong, J. F. L., Snell, R. S., & Easterby-Smith, M. (2009). Knowledge flow and boundary crossing at the periphery of a MNC. International Business Review, 18(6), 539-554. doi: 10.1016/j.ibusrev.2009.08.001