Pursuing a nodal (i.e., subsidiary) level of analysis, this paper advances and tests an overarching theoretical framework pertaining to intracorporate knowledge transfers within multinational corporations (MNCs). We predicted that (i) knowledge outflows from a subsidiary would be positively associated with value of the subsidiary’s knowledge stock, its motivational disposition to share knowledge, and the richness of transmission channels; and (ii) knowledge inflows into a subsidiary would be positively associated with richness of transmission channels, motivational disposition to acquire knowledge, and the capacity to absorb the incoming knowledge. These predictions were tested empirically with data from 374 subsidiaries within 75 MNCs headquartered in the U.S., Europe, and Japan. Except for our predictions regarding the impact of source unit's motivational disposition on knowledge outflows, the data provide either full or partial support to all of the other elements of our theoretical framework. Copyright © 2000 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/3094239.pdf

Knowledge flows within multinational corporations

Drawing on a social network perspective of organizational coordination, this paper investigates the effectiveness of coordination mechanisms on knowledge sharing in intraorganizational networks that consist of both collaborative and competitive ties among organizational units. Internal knowledge sharing within a multiunit organization requires formal hierarchical structure and informal lateral relations as coordination mechanisms. Using sociometric techniques, this paper analyzes how formal hierarchical structure and informal lateral relations influence knowledge sharing and how interunit competition moderates the association between such coordination mechanisms and knowledge sharing in a large, multiunit company. Results show that formal hierarchical structure, in the form of centralization, has a significant negative effect on knowledge sharing, and informal lateral relations, in the form of social interaction, have a significant positive effect on knowledge sharing among units that compete with each other for market share, but not among units that compete with each other for internal resources.

http://www.personal.psu.edu/faculty/w/p/wpt1/Social%20Structure%20of%20Coopetition%20Within%20a%20Multiunit%20Organization%20Coordination,%20Competition,%20and%20Intraorganizational%20Knowledge%20Sharing.pdf

Social Structure of Coopetition Within a Multiunit Organization: Coordination, Competition, and Intraorganizational Knowledge Sharing

Virtually all research on strategic control within multinational corporations (MNCs) has focused on macro differences in control systems and processes across entire MNCs. Taking a less macro (i.e., subsidiary-specific contingency perspective), this article examines how, within the same corporation, the nature of corporate control might also vary systematically across subsidiaries. Differences in subsidiary contexts are analyzed along two dimensions: (a) the extent to which the subsidiary is a user of knowledge from the rest of the corporation and (b) the extent to which the subsidiary is a provider of such knowledge to the rest of the corporation.

Knowledge Flows and the Structure of Control Within Multinational Corporations

Social entrepreneurship has been a topic of academic inquiry for nearly 20 years, yet relatively little scholarly output has appeared in mainstream management and entrepreneurship journals Our review of this literature reveals that conceptual articles outnumber empirical studies, and empirical efforts often lack formal hypotheses and rigorous methods These findings suggest that social entrepreneurship research remains in an embryonic state Future research would benefit from the incorporation of multivariate methods to complement the case study techniques that have dominated previous efforts Our review also suggests that social entrepreneurship is informed by common areas of interest to management scholars like entrepreneurship, public/nonprofit management, and social issues, all of which represent fruitful venues for future research efforts Therefore, we recommend that scholars embrace key themes in strategic entrepreneurship and frame their research using established theories, such as contingency theory, creation theory, discovery theory, innovation diffusion theory, resource dependence theory, and other theoretical bases relevant to strategic entrepreneurship research Copyright © 2009 Strategic Management Society

Research in social entrepreneurship: past contributions and future opportunities

This paper defines initiative as a key manifestation of corporate entrepreneurship, and examines the types of initiative exhibited in a sample of six subsidiaries of multinational corporations. From a detailed analysis of 39 separate initiatives, four distinct types are identified, which we refer to as ‘global,’ ‘local,’ ‘internal’ and ‘global–internal hybrid,’ to correspond to the locus of the market opportunity whence each arose. Two important conclusions are indicated. First, entrepreneurship at the subsidiary level has the potential to enhance local responsiveness, worldwide learning and global integration, a much broader role than previously envisioned. Second, the use of contextual mechanisms to create differentiated subsidiary roles has its limitations because each initiative type is facilitated in different ways. © 1997 by John Wiley & Sons, Ltd.

Entrepreneurship in multinational corporations : The characteristics of subsidiary initiatives

The mechanisms of coordination used by Multinational Corporations (MNCs) are studied, through an exhaustive literature review. A pattern of evolution is found: as time has passed, researchers have concentrated more on subtler and informal mechanisms, abandoning their unidimensional focus on structural issues. It is suggested that the increase in the study of those mechanisms may be due, among other reasons, to the fact that MNCs are indeed making more use of them. That could be explained by changes in the international competitive environment, which force firms to adjust their strategies, requiring ever more multidimensional coordination.

https://papers.ssrn.com/sol3/Delivery.cfm/palgrave_jibs_8490370.pdf?abstractid=1800521&mirid=2

The Evolution of Research on Coordination Mechanisms in Multinational Corporations

A study of fifty subsidiaries of Multinational Corporations shows a connection between their strategy and their use of different mechanisms of coordination. The main finding is that subsidiaries pursuing strategies with a high degree of integration with their corporate parent make a much more extensive use of both “formal” and “subtle” coordination mechanisms than other firms in the sample. These results are borne out in both static and dynamic tests. They confirm previous literature on coordination mechanisms in organizations in general and apply that literature to the field of multinational corporations, which are some of today's more important and complex business organizations.

https://link.springer.com/content/pdf/10.1057%2Fpalgrave.jibs.8490309.pdf

Coordination Demands of International Strategies

Addresses the role of the country general manager in multinational corporations (MNCs). Identifies four distinct types of country manager and attempts to mesh this typology with earlier typologies that have addressed the generic strategies of MNCs and the strategies of individual subsidiaries within MNCs. The result is a matrix that shows the type of country manager most often needed to execute each of four subsidiary roles that are commonly associated with four corresponding MNC strategies.

Country managers: the next generation

Don't Forget Latin America

The mechanisms of coordination used by Multinational Corporations (MNCs) are studied, through an exhaustive literature review. A pattern of evolution is found: as time has passed, researchers have concentrated more on subtler and informal mechanisms, abandoning their unidimensional focus on structural issues. It is suggested that the increase in the study of those mechanisms may be due, among other reasons, to the fact that MNCs are indeed making more use of them. That could be explained by changes in the inter- national competitive environment, which force firms to adjust their strategies, requiring ever more multidimensional coordination.

Jon I. Martinez

Papers

The Evolution of Research on Coordination Mechanisms in Multinational Corporations

Coordination Demands of International Strategies

Country managers: the next generation

Don't Forget Latin America

Mechanisms in multinational corporations