It is common place in a range of literatures, including those relating to international business, cross-cultural management and organisation studies, for processes of knowledge creation, capture and transfer to be viewed as exerting a crucial influence over organizational performance (Inkpen and Tsang, 2005). It is similarly common to perceive the multinational form of organization as one which facilitates the accessing and utilisation of knowledge and expertise; a view well captured in the tendency to conceive of multinationals as international knowledge networks that create, integrate and apply knowledge in multiple locations (e.g. Lam, 2008: 292) and across cultures. These observations, however, exist alongside others that draw attention to the challenges that organizations confront in managing and more specifically transferring knowledge, ideas and practices effectively, particularly in the diverse cultural contexts within which multinational enterprises (MNEs) operate (Gupta and Govindarajan, 2000). In particular, attention has been drawn to the way in which subsidiary level interests and perceptions can lead to promulgated corporate policies and practices facing resistance, and, as a result, undergoing processes of significant local adaptation.
Faculty of Business\Department of Business and Management
Year of publication: 2015Date of RADAR deposit: 2016-08-04