Title

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

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

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