The impact of knowledge characteristics on knowledge transferringtools selection of Multinational Corporations

Abstract

Abstract: By transferring knowledge from the parent company to subsidiaries, the Multinational Corporation (MNC) is able to rapidly replicate its business operations experience at host countries, and obtain global competitive advantage efficiently. Through empirical research about MNC, it is found that knowledge characteristics have a significant impact on the selection of knowledge transferring tools. In other words, if the knowledge characteristics are different, the types of knowledge transferring tools chosen by MNC are different correspondently. It is also found that if taking the moderation of knowledge gap and strategic differences between parent company and subsidiaries into account, the rationality for selecting transferring tools according to the knowledge characteristics would be quite obvious.

Key words: MNC, transfer knowledge, knowledge characteristics, transferring tool

CLC Number:

F276.7

Guan Tao. The impact of knowledge characteristics on knowledge transferringtools selection of Multinational Corporations[J]. Science Research Management, 2012, 33(5): 79-85,94.

References

[1] Chi, Tailan1, Nystrom, P,C.& Kircher, P. Knowledge-based resources as determinants of MNC structure: tests of an integrative model[J]. Journal of International Management; 2004, 10(2):219-238.
[2] Dinur&.Inkpen et al, Knowledge transfer in the multinational corporation . Paper presented at the Annual Meeting of the academy of International business, Vienna, Austria. 1998.
[3] Almedia P & Grant L. International Corporations and Cross-Border Knowledge Transfer in the Semiconductor Industry . Available: http://cbi.gaa.cmu.edd newwebl,1998 Working Pgant /Almedia.btmL.
[4] Kogut B and Zander U. Knowledge of the Firm, Combinative Capabilities and the Replication of Technology[J]. Organization Science, 1992,3(3):383-397.
[5] Teece D.Strategies for managing knowledge assets: the role of firm structure and industrial Context[J]. Long rang planning, 2000,33:35-54.
[6] Argote L and Ingram P.Knowledge transfer: a basis for competitive advantage in firms[J]. Organizational behavior and human decision processes. 2000,82(1): 150-169.
[7] Polanyi M.Personan knowledge:towards a post-critical philosophy[M]. New York: Harper torchbooks, 1962, 15-26.
[8] Teigland, R.& Wasko, M. Knowledge transfer in MNCs: Examining how intrinsic motivations and knowledge sourcing impact individual centrality and performance[J]. Journal of International Management; 2009, 15(1):15-31.
[9] Yi Ming Tseng. International Strategies and Knowledge Transfer Experiences of MNCs' Taiwanese Subsidiaries[J]. Journal of American Academy of Business, Cambridge; 2006, 8 (2):120-125.
[10] Kostova T. Transnational transfer strategic organizational practices: a contextual perspective[J]. Academy of managemeng review, 1999,24(2): 308-317.
[11] Szulanski G..The process of knowledge transfer: a diachronic analysis of stickiness[J].Organizational behavior and human decision processes, 2000,82(1):9-27.
[12] Sumelius,J&Sarala, R.Knowledge development in MNC subsidiaries: The influence of MNC internal and external knowledge and control mechanisms[J]. Thunderbird International Business Review; 2008,50 (4):245-258.
[13] Nonaka I. A dynamic theory of organizational knowledge creation[J]. Organizational Science, 1994,5(1):1-23.
[14] Lippman& Rumelt.Uncertain Imitability: An Analysis of Interfirm Differences in Efficiency Under Competition[J]. Bell Journal of Economics, 1982,13(2): 418-438.
[15] Inkpen.A.C.Creating knowledge through collaboration[J]. Califorania Management Review, 1996,39(1):123-140.
[16] 关涛.跨国公司内部知识转移影响因素的实证研究[M].上海:复旦大学出版社,2006:38-52.
[17] Davenport K and Prusak L. Working knowledge: how organizations manage what the know[M]. Harvard business school press. Boston. 1998.
[18] Hakanson & Nobel.Technology characteristics and reverse technology transfer , Paper presented at the Annual Meeting of the academy of International business, Vienna, Austria. 1998.
[19] Singh,J.Asymmetry of knowledge spillovers between MNCs and host country firms[J]. Journal of International Business Studies; 2007, 38(5):764-786.
[20] Ingrm P. Managing knowledge transfer in MNCs: the impact of headquarters control mechanisms[J]. Journal of International Business Studies, 2004,35(5):443-452.
[21] Minbaeva D & Pedersen T, MNC knowledge transfer, subsidiary absorptive capacity, and HRM[J]. Journal of International Business Study. 2003,34(5): 586-599.
[22] Dutton& Starbuck, Diffusion of an intellectual technology , in Krippendorff,K (ed), Communication and control in society, Gordon&Breach Science:New York, 1979,489-511.
[23] Simonin.B.L, An empirical investigation of the process of knowledge transfer in international strategic alliances[J], Journal of International Business Studies, 2004,35(5): 907-929.
[24] Hong, J,F.,Snell, R,S.&Easterby-Smith, M.Knowledge flow and boundary crossing at the periphery of a MNC[J]. International Business Review; 2009,18(6):539-554.
[25] Commings.J,Knowledge transfer across R&D unit: an empirical investingation of the factors affecting successful knowledge transfer across intra and inter organzaional units .An unpublished doctor dissert,Washington University,2001.