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dc.contributor.authorAndersson, Ulf
dc.contributor.authorBuckley, Peter J.
dc.contributor.authorDellestrand, Henrik
dc.date.accessioned2015-08-12T12:50:37Z
dc.date.available2015-08-12T12:50:37Z
dc.date.issued2015
dc.identifier.citationGlobal Strategy Journal, 5(2015)1:27-47nb_NO
dc.identifier.issn2042-5791
dc.identifier.issn2042-5805
dc.identifier.urihttp://hdl.handle.net/11250/296396
dc.descriptionThis is the author’s accepted and refereed manuscript to the articlenb_NO
dc.description.abstractThis article examines the utilization of knowledge transferred between sending and receiving subsidiaries within multinational enterprises. A model was developed and tested on 169 specific knowledge transfer projects. The model explains the utilization of knowledge subject to transfer in terms of hierarchical governance tool efficacy and lateral relationships within the multinational enterprise. The results show that headquarters’ involvement during knowledge development does not have any significant impact on subsequent knowledge utilization in the receiving units and, in fact, hierarchical governance forms have a negative impact on knowledge utilization. However, lateral relationships are positive stimuli to building subsidiary capabilities in the knowledge transfer process that enhance receiving unit knowledge utilization.nb_NO
dc.language.isoengnb_NO
dc.publisherWileynb_NO
dc.titleIn the right place at the right time! The influence of knowledge governance tools on knowledge transfer and utilization in MNEsnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.source.journalGlobal Strategy Journalnb_NO
dc.identifier.doi10.1002/gsj.1088
dc.description.localcode1, Forfatterversjonnb_NO


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