T
Torben Pedersen
Researcher at Bocconi University
Publications - 282
Citations - 15838
Torben Pedersen is an academic researcher from Bocconi University. The author has contributed to research in topics: Multinational corporation & Offshoring. The author has an hindex of 61, co-authored 241 publications receiving 14499 citations. Previous affiliations of Torben Pedersen include University of Copenhagen & Frederiksberg Hospital.
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The Economic Geography of Offshoring: The Fit between Activities and Local Context
TL;DR: In this paper, the authors draw from the literature on economic geography and from the thematic offshoring literature, and propose three hypotheses that rest on the assumption that the choice of off-shoring location is based on the fit between the attributes of different destinations and the offshored business activities.
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Subsidiary performance in multinational corporations: the importance of technology embeddedness
TL;DR: Subsidiary performance in multinational corporations: the importance of technology embeddedness as mentioned in this paper, and the role of technology embeddings in the performance of multinational corporations in terms of revenue and profit.
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Governance Mechanisms for the Promotion of Social Capital for Knowledge Transfer in Multinational Corporations
TL;DR: In this paper, the authors extend social capital approaches to knowledge transfer by identifying governance mechanisms that managers can deploy to promote the development of social capital, based on data from two Danish MNCs.
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Host-country environment and subsidiary competence: Extending the diamond network model
TL;DR: In this paper, the authors extend the "centers of excellence" concept to address the diversity and multidimensionality of subsidiary competence, and use Rugman and Verbeke's diamond network model to hypothesize the contingencies influencing the links between host-country environments and subsidiary competence configuration.
Knowledge Gaps: The Case of Knowledge about Foreign Entry
TL;DR: In this article, the authors explored what factors influence the reduction of managers' perceived knowledge gaps in the context of the environments of foreign markets and found that capabilities of recognizing, assimilating, and utilizing knowledge are crucial determinants of knowledge gap elimination.