Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows |
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| Institution: | 1. University College Dublin, Quinn School of Business, Belfield, Dublin 4, Ireland;2. Dublin Institute of Technology Aungier Street, Dublin 2, Ireland;3. Grenoble Ecole de Management 12 Rue Pierre Semard, 38000 Grenoble, France;1. Faculty of Business, Bond University, Queensland 4229, Australia;2. Cox School of Business, Southern Methodist University, Dallas, TX 75275-0333, United States;1. University of Valencia, Departament de Direcció d’Empreses, Juan José Renau Piqueras, Avd. Tarongers, s/n, 46022 Valencia, Spain;2. Bocconi University, Department of Management and Technology, Via Röntgen, 1, 20136 Milan, Italy;3. Norwegian School of Economics, NHH, Helleveien 30, 5045 Bergen, Norway;4. Telenor Research, Snarøyveien 30, N-1360 Fornebu, Norway;1. Stockholm School of Economics, Box 6501, 11383 Stockholm, Sweden;2. Uppsala University, Box 513, S-75120, Uppsala, Sweden;3. Aalto University School of Business, P. O Box 21210, 00076 Aalto, Finland;4. Chinese University of Hong Kong, Hong Kong;1. Dublin Institute of Technology, Room 2045.2, Aungier St, Dublin 2, Ireland;2. Dublin Institute of Technology, Room 4037, Aungier St, Dublin 2, Ireland |
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| Abstract: | Knowledge flows are a key source of advantage for multinational corporations (MNCs); however the nuances of knowledge flow practices and their micro-foundations require further theoretical development. Using qualitative data on 40 cases of subsidiary managers’ knowledge mobilizations, this paper unravels micro-level practices of knowledge flows in MNCs. We find that subsidiary managers’ knowledge mobilizations initiate a complex pattern of subsidiary knowledge inflows, pinpointing the significance of lateral and bottom up exchanges (locally as well as internationally). We use these insights to distinguish between two types of subsidiary knowledge flows: deliberate and emergent, and discuss how their differences have profound implications for the investigation of MNC knowledge flows and their micro-foundations. |
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| Keywords: | Knowledge flows Knowledge transfers MNC/MNE Knowledge seeking behavior Middle managers Subsidiary |
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