By Tina C. Chini (auth.)

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Extra info for Effective Knowledge Transfer in Multinational Corporations

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Some regard knowledge flows between headquarters and subsidiaries of MNCs as control or administrative mechanisms (cf. Gupta and Govindarajan 1991), others see the optimization of such flows as means for creating competitive advantage (cf. Zander and Kogut 1995; Subramaniam and Venkatraman 2001). In terms of chronological development, the investigation of technology transfers opened the avenue for a more general extension of the topic after the mid-1980s. Generally speaking, while earlier studies concentrated exclusively on technical knowledge, later studies incorporate a more comprehensive field of knowledge - namely managerial and administrative knowledge and marketing knowledge (see also Simonin 1999b).

Their argument is specifically aimed at refuting the neoclassical view that knowledge is a public good and transferable without incurring costs. They also emphasize the importance of established linkages between units to enhance knowledge transfer. State of the art: studies on intra-MNC knowledge transfer Although there is a large number of studies discussing knowledge transfer in general, relatively little attention has been paid to the full scope of knowledge flows that are to be found within a single organizational setting (Teigland, Fey and Birkinshaw 2000).

Grant (1996) assumes that the efficiency of knowledge transfer depends partly upon the aggregation potential of the specific knowledge - aggregation is enhanced when knowledge can be expressed in terms of common language, for example. Idiosyncratic knowledge, which is difficult to Know/edge and the fI1NC 29 aggregate at a single place, is therefore hard to transfer. Doz and Santos (1997) address a similar issue when they discuss the packaging of knowledge. They argue that for every piece of knowledge to be transferred there is an appropriate form.

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