Orchestration of globally distributed knowledge within multinational companies network: A collaborative-oriented view

This paper explores how the use of interfirm objects within different knowledge orchestration processes affects collaboration between headquarter and distributed subsidiaries. The discussion focuses on different approaches to knowledge orchestration based on combinations of the use of interfirm objects and the characteristics of knowledge orchestration processes. To this end, a conceptual framework is applied to 11 case studies from Danish industries. The findings suggest that adopting a collaborative-oriented view of the use of interfirm objects facilitates orchestration of globally distributed knowledge in multinational companies. The findings also indicate that adoption of different knowledge orchestration approaches by companies can be influenced by headquarter–subsidiaries relationship, type of products, knowledge relevance between headquarter and subsidiaries, and level of headquarters' control over knowledge flow and subsidiaries' operation. Additionally, our findings propose that different approaches to knowledge orchestration can result in different degrees of innovation performance. This study extends existing literature on global knowledge management by focusing exclusively on knowledge orchestration in multinational companies. By introducing a dynamic view of the use of interfirm objects, facilitating collaboration between headquarters and subsidiaries, our findings would help multinational companies improve headquarter–subsidiaries relationship in favor of the efficiency and effectiveness of globally distributed network.