Moving beyond the transfer dyad: Exploring network influences on transfer effectiveness
暂无分享,去创建一个
[1] Abby Jingzi Zhou,et al. Fostering integration through HRM practices: An empirical examination of absorptive capacity and knowledge transfer in cross-border M&As , 2020 .
[2] Ajai S. Gaur,et al. MNC strategy, knowledge transfer context, and knowledge flow in MNEs , 2019, J. Knowl. Manag..
[3] Luas Tanah,et al. Building , 2018, The Corporation as a Protagonist in Global History, c. 1550-1750.
[4] Dr. K.R.Sakthidevi. Practices , 2018, Encyclopedia of Evolutionary Psychological Science.
[5] B. Leten,et al. Multistep Knowledge Transfer in Multinational Corporation Networks: When Do Subsidiaries Benefit From Unconnected Sister Alliances? , 2018, Journal of Management.
[6] Piers Steel,et al. Complements or substitutes? A meta-analysis of the role of integration mechanisms for knowledge transfer in the MNE network , 2018, Journal of World Business.
[7] Ulf R. Andersson,et al. Building subsidiary local responsiveness: (When) does the directionality of intrafirm knowledge transfers matter? , 2018, Journal of World Business.
[8] G. Santangelo,et al. Boundary spanners and intra‐MNC knowledge sharing: The roles of controlled motivation and immediate organizational context , 2018 .
[9] C. Fey,et al. When same is (not) the aim : A treatise on organizational cultural fit and knowledge transfer , 2017 .
[10] Óscar Martín Martín,et al. Value Creation at the Subsidiary Level: Testing the MNC Headquarters Parenting Advantage Logic , 2017 .
[11] Ulf R. Andersson,et al. In the Right Place at the Right Time!: The Influence of Knowledge Governance Tools on Knowledge Transfer and Utilization in MNEs , 2015 .
[12] Óscar Martín Martín,et al. Dual embeddedness, influence and performance of innovating subsidiaries in the multinational corporation , 2014 .
[13] Torben Pedersen,et al. The effects of MNC parent effort and social structure on subsidiary absorptive capacity , 2014 .
[14] Paloma Miravitlles,et al. Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness , 2014 .
[15] Vincent Mangematin,et al. The Two Faces of Knowledge Search: New Solutions and Capability Development , 2013 .
[16] Ulf Holm,et al. The Role of Headquarters in the Contemporary MNC , 2012 .
[17] A. Verbeke,et al. Procedural Justice, Not Absorptive Capacity, Matters in Multinational Enterprise ICT Transfers , 2012, Management International Review.
[18] Ray Reagans,et al. Bridging the Knowledge Gap: The Influence of Strong Ties, Network Cohesion, and Network Range on the Transfer of Knowledge Between Organizational Units , 2012 .
[19] Henrik Dellestrand,et al. The effects of spatial and contextual factors on headquarters resource allocation to MNE subsidiaries , 2012 .
[20] Mary Yoko Brannen,et al. From the Editors: Explaining theoretical relationships in international business research: Focusing on the arrows, NOT the boxes , 2011 .
[21] Francesco Ciabuschi,et al. Internal Embeddedness, Headquarters Involvement, and Innovation Importance in Multinational Enterprises , 2011 .
[22] Henrik Dellestrand. Subsidiary embeddedness as a determinant of divisional headquarters involvement in innovation transfer processes , 2011 .
[23] M. Forsgren,et al. Rationality vs ignorance: The role of MNE headquarters in subsidiaries’ innovation processes , 2011 .
[24] R. Piekkari,et al. Theorising from case studies: Towards a pluralist future for international business research , 2011, Research Methods in International Business.
[25] Yves L. Doz,et al. Qualitative research for international business , 2011 .
[26] D. Sharma,et al. Embeddedness of innovation receivers in the multinational corporation: Effects on business performance , 2011 .
[27] Francesco Ciabuschi,et al. Exploring the Effects of Vertical and Lateral Mechanisms in International Knowledge Transfer Projects , 2011 .
[28] M. Yamin. A Commentary on Peter Buckley’s Writings on the Global Factory , 2011 .
[29] R. Narula,et al. Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness , 2011 .
[30] M. Forsgren,et al. MNC headquarters’ role in subsidiaries’ value-creating activities: A problem of rationality or radical uncertainty , 2010 .
[31] Francesco Ciabuschi,et al. Headquarters’ Influence on Knowledge Transfer Performance , 2010 .
[32] Björn Ambos,et al. The Effect of Quantity, Quality and Timing of Headquarters-initiated Knowledge Flows on Subsidiary Performance , 2010 .
[33] M. Gibbert,et al. The ‘‘What’’ and ‘‘How’’ of Case Study Rigor: Three Strategies Based on Published Work , 2010 .
[34] K. Eisenhardt,et al. Constructing Markets and Shaping Boundaries: Entrepreneurial Power in Nascent Fields , 2009 .
[35] R. Piekkari,et al. The Case Study as Disciplinary Convention , 2009 .
[36] A. Spadavecchia. Managing the embedded multinational: a business network view , 2009 .
[37] N. Noorderhaven,et al. Knowledge-sharing and social interaction within MNEs , 2009 .
[38] M. Gibbert,et al. What passes as a rigorous case study , 2008 .
[39] T. Kostova,et al. Institutional Theory in the Study of Multinational Corporations: A Critique and New Directions , 2008 .
[40] Ram Mudambi,et al. Conventional and Reverse Knowledge Flows in Multinational Corporations† , 2008 .
[41] D. Teece. Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance , 2007 .
[42] Dana Minbaeva,et al. Knowledge transfer in multinational corporations , 2007 .
[43] A. Edmondson,et al. METHODOLOGICAL FIT IN MANAGEMENT FIELD RESEARCH. , 2007 .
[44] Ulf R. Andersson,et al. Balancing subsidiary influence in the federative MNC: a business network view , 2007 .
[45] J. I. Canales,et al. Subsidiary Strategy: The Embeddedness Component , 2007 .
[46] E. Vaara,et al. Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration , 2007 .
[47] Kathleen M. Eisenhardt,et al. Theory Building From Cases: Opportunities And Challenges , 2007 .
[48] Arvind Parkhe,et al. Orchestrating Innovation Networks , 2006 .
[49] Morten T. Hansen,et al. KNOWLEDGE SHARING IN ORGANIZATIONS: MULTIPLE NETWORKS, MULTIPLE PHASES , 2005 .
[50] Hau L. Lee. The triple-A supply chain. , 2004, Harvard business review.
[51] Morten T. Hansen,et al. How do multinational companies leverage technological competencies? Moving from single to interdependent explanations , 2004 .
[52] P. Ghauri,et al. Globalisation, economic geography and the strategy of multinational enterprises , 2004 .
[53] T. Kostova,et al. The Use of the Multinational Corporation as a Research Context , 2003 .
[54] Pamela J. Hinds,et al. Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams , 2003, Organ. Sci..
[55] Constance E. Helfat,et al. The dynamic resource-based view: capability lifecycles , 2003 .
[56] Gabriel Szulanski,et al. Template Use and the Effectiveness of Knowledge Transfer , 2003, Manag. Sci..
[57] Heeseok Lee,et al. Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination , 2003, J. Manag. Inf. Syst..
[58] X. Martin,et al. Knowledge transfer capacity and its implications for the theory of the multinational corporation , 2003 .
[59] Ulf R. Andersson,et al. The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporation , 2002 .
[60] Morten T. Hansen,et al. Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies , 2002 .
[61] T. Kostova,et al. Adoption of an Organizational Practice by Subsidiaries of Multinational Corporations: Institutional and Relational Effects , 2002 .
[62] P. Williamson,et al. From global to metanational: how companies win in the knowledge economy , 2001, UBIQ.
[63] Morten T. Hansen,et al. Competing for Attention in Knowledge Markets: Electronic Document Dissemination in a Management Consulting Company , 2001 .
[64] Sidney G. Winter,et al. The satisficing principle in capability learning , 2000 .
[65] L. Argote,et al. KNOWLEDGE TRANSFER: A BASIS FOR COMPETITIVE ADVANTAGE IN FIRMS , 2000 .
[66] Anil K. Gupta,et al. Knowledge flows within multinational corporations , 2000 .
[67] N. Hoffart. Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory , 2000 .
[68] Gabriel Szulanski. Exploring internal stickiness: Impediments to the transfer of best practice within the firm , 1996 .
[69] B. Kogut,et al. What Firms Do? Coordination, Identity, and Learning , 1996 .
[70] K. Eisenhardt,et al. PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS , 1995 .
[71] J. Johanson,et al. Headquarters’ Knowledge of Subsidiary Network Contexts in the Multinational Corporation , 1995 .
[72] Gale,et al. Qualitative Data Analysis: An Expanded Sourcebook , 1994 .
[73] B. Kogut,et al. Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology , 1992 .
[74] David Robertson,et al. Product development performance: Strategy, organization, and management in the world auto industry , 1992 .
[75] K. Eisenhardt. Building theories from case study research , 1989, STUDI ORGANIZZATIVI.
[76] Mark S. Granovetter. Economic Action and Social Structure: The Problem of Embeddedness , 1985, American Journal of Sociology.
[77] David A. Nadler,et al. A model for diagnosing organizational behavior , 1980 .
[78] S. Hymer,et al. The International Operations of National Firms: A Study of Direct Foreign Investment , 1976 .
[79] R. Vernon. International investment and international trade in the product cycle , 1966 .
[80] Christine Nadel,et al. Case Study Research Design And Methods , 2016 .
[81] D. Teece. A dynamic capabilities-based entrepreneurial theory of the multinational enterprise , 2014 .
[82] Richard N. Cooper,et al. End of the line : the rise and coming fall of the global corporation , 2006 .
[83] R. Mudambi. Knowledge management in multinational firms , 2002 .
[84] D. Armstrong,et al. Managing distances and differences in geographically distributed work groups. , 2002 .
[85] T. Pedersen,et al. Transferring knowledge in MNCs: The role of sources of subsidiary knowledge and organizational context , 2002 .
[86] R. Gulati,et al. STRATEGIC NETWORKS , 2000 .
[87] Vincent di Norcia. Managing Across Borders: The Transnational Solution , 1991 .
[88] Richard L. Daft,et al. Organization Theory and Design , 1983 .