6 Intra-organizational turbulences in multinational corporations Andreas Schotter and Paul W. Bea... more 6 Intra-organizational turbulences in multinational corporations Andreas Schotter and Paul W. Beamish Introduction Scholars have recently pointed out that intra-organizational conflict in multinational corporations (MNCs) between headquarters (HQ) and their foreign ...
Purpose – This study aims to examine the interaction of formal and informal cross-border knowledg... more Purpose – This study aims to examine the interaction of formal and informal cross-border knowledge-sharing practices of four large multinational corporations (MNCs) in aerospace, software, IT services and telecommunications industries. The goal was to determine the manner in which coordination and control mechanisms facilitated knowledge transfer. Design/methodology/approach – Case studies comprised secondary data and semi-structured interviews with corporate headquarters and subsidiary managers in large MNCs conducted in the USA, Canada, Mexico, China, India and Eastern Europe. Findings – The primary finding of this study is that knowledge transfer mechanisms arise as a result of both formal and informal structures of the MNC. Formal structures which create either mutual dependencies or occasions for knowledge exchange facilitate transfer. Formal structure which inhibits knowledge transfer can be overcome by knowledge brokers and evaluation metrics. Research limitations/implication...
6 Intra-organizational turbulences in multinational corporations Andreas Schotter and Paul W. Bea... more 6 Intra-organizational turbulences in multinational corporations Andreas Schotter and Paul W. Beamish Introduction Scholars have recently pointed out that intra-organizational conflict in multinational corporations (MNCs) between headquarters (HQ) and their foreign ...
Purpose – This study aims to examine the interaction of formal and informal cross-border knowledg... more Purpose – This study aims to examine the interaction of formal and informal cross-border knowledge-sharing practices of four large multinational corporations (MNCs) in aerospace, software, IT services and telecommunications industries. The goal was to determine the manner in which coordination and control mechanisms facilitated knowledge transfer. Design/methodology/approach – Case studies comprised secondary data and semi-structured interviews with corporate headquarters and subsidiary managers in large MNCs conducted in the USA, Canada, Mexico, China, India and Eastern Europe. Findings – The primary finding of this study is that knowledge transfer mechanisms arise as a result of both formal and informal structures of the MNC. Formal structures which create either mutual dependencies or occasions for knowledge exchange facilitate transfer. Formal structure which inhibits knowledge transfer can be overcome by knowledge brokers and evaluation metrics. Research limitations/implication...
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