Mohan Subramaniam

TL;DR: In this paper, the authors examined how aspects of intellectual capital influenced various innovative capabilities in organizations and found that human, organizational, and social capital and their interrelationships selectively influenced incremental and radical innovative capabilities.

TL;DR: This paper examined how human, social, and organizational capital coexist to form distinct intellectual capital profiles across organizations and examined how investments in human resource management (HRM), information technology (IT), and research and development (R&D) differ across these three types of profiles and investigated differences in financial returns and Tobin's q between the profiles.

TL;DR: This article examined how human, social, and organizational capital coexist to form distinct intellectual capital profiles across organizations and examined how investments in human resource management (HRM), information technology (IT), and research and development (R&D) differ across these three types of profiles and investigated differences in financial returns and Tobin's q between the profiles.

TL;DR: This study finds that organizations which use cross-national teams, teams with members who have prior overseas experience, or teams whose members communicate frequently with overseas managers in order to acquire information about tacit differences among countries have greater transnational product development capabilities.

TL;DR: In this article, the authors investigate how subsidiary ownership, home-host cultural distance, host country regulatory restrictions on MNC activities, and the presence of local competitors affect the rivalry-dampening impact of multi-market contact.