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The Multinational tension in RandD internationalization: strategic linkage mechanisms of distant contextual knowledge in Japanese multinational companies

Author: Asakawa, Kazuhiro INSEAD Area: Organisational BehaviourPublisher: Fontainebleau : INSEAD, 1996.Language: EnglishDescription: 269 p. ; 31 cm.Type of document: INSEAD ThesisThesis Note: For the degree of Ph.D. in management, INSEAD, June 1996Bibliography/Index: Includes bibliographical referencesAbstract: The recent internationalization of RandD in Japanese MNCs induces an ethnocentricity breakdown process during which what has been taken for granted in an ethnocentric MNC is no longer shared among heterogeneous parties. Such a crisis of taken-for-grantedness is reinforced by the changing nature of the headquarters-subsidiary relationship in which local RandD labs go beyond merely carrying out instructions to become true contributors in knowledge creation: this entails a reversal in knowledge flow from the center-out direction to the periphery-in direction. Tension arises between the headquarters and subsidiary, and especially in issues of information-sharing . Sources of such tension in knowledge sharing are analysed in the context of this ethnocentricity breakdown. Various types of linkage mechanisms are analysed and contrasted, to show how these can be used as managerial means to overcome such barriers to the transfer of contextual knowledge between the headquarters and subsidiary
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For the degree of Ph.D. in management, INSEAD, June 1996

Includes bibliographical references

The recent internationalization of RandD in Japanese MNCs induces an ethnocentricity breakdown process during which what has been taken for granted in an ethnocentric MNC is no longer shared among heterogeneous parties. Such a crisis of taken-for-grantedness is reinforced by the changing nature of the headquarters-subsidiary relationship in which local RandD labs go beyond merely carrying out instructions to become true contributors in knowledge creation: this entails a reversal in knowledge flow from the center-out direction to the periphery-in direction. Tension arises between the headquarters and subsidiary, and especially in issues of information-sharing . Sources of such tension in knowledge sharing are analysed in the context of this ethnocentricity breakdown. Various types of linkage mechanisms are analysed and contrasted, to show how these can be used as managerial means to overcome such barriers to the transfer of contextual knowledge between the headquarters and subsidiary

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