From static to dynamic use of knowledge transfer objects and its effect on innovation performance

Many different tools (objects) are applied by companies to transfer knowledge to globally distributed subsidiaries. Nevertheless, 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 approach to the use of knowledge transfer 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.

Based on literature review and empirical evidence, we discuss that inter-firm objects can be considered as boundary objects if they support specific circumstances, i.e., interactions and negotiations, collaboration, shared understanding and identity, and transformation of knowledge. Additionally, we argue that dynamic use of knowledge transfer objects, referred to as boundary objects, can lead to a higher degree of innovation performance for headquarters