Abstract
Many different objects are used by companies to transfer knowledge to globally distributed subsidiaries. However, tapping into the local knowledge of subsidiaries and transforming this into innovation capabilities remains a challenge for many multinational companies. In this paper, we aim to discuss how different approaches to the use of inter-firm objects can affect companies’ abilities to obtain the subsidiaries’ knowledge and utilize it to different degrees of innovation performance. For this purpose, we adopted a multiple case study approach consisting of ten multinational companies located in Denmark.
Our findings show that companies use inter-firm objects to either control the flow of knowledge and subsidiaries’ operations i.e., the static use, or to create the circumstances favouring a collaborative relationship between headquarter and subsidiaries i.e., the dynamic use. This paper provides a discussion and perspectives of further research concerning the impact of the different use of inter- firm objects on innovation performance.
Our findings show that companies use inter-firm objects to either control the flow of knowledge and subsidiaries’ operations i.e., the static use, or to create the circumstances favouring a collaborative relationship between headquarter and subsidiaries i.e., the dynamic use. This paper provides a discussion and perspectives of further research concerning the impact of the different use of inter- firm objects on innovation performance.
Original language | English |
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Journal | International Journal of Knowledge Management Studies |
Volume | 11 |
Issue number | 2 |
Pages (from-to) | 117-136 |
Number of pages | 20 |
ISSN | 1743-8268 |
DOIs | |
Publication status | Published - 2020 |
Keywords
- Boundary object
- Case studies
- Dynamic use
- Headquarter
- Innovation performance
- Inter-firm objects
- Knowledge transfer
- Multinational companies
- Static use
- Subsidiaries