2010
DOI: 10.1002/smj.837
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Innovation in a global consulting firm: when the problem is too much diversity

Abstract: This paper explores how individual managers in multinational firms

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Cited by 69 publications
(62 citation statements)
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References 71 publications
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“…Such lateral communication across geographic boundaries is an important integrating device within the MNC to manage the dispersion of the organization (Ghoshal, Korine, & Szulanski, 1994), and subsidiary managers may utilize these horizontal links to mobilize knowledge (Mors, 2010).…”
Section: Mnc Knowledge Flows At the Individual-level: The Central Rolmentioning
confidence: 99%
See 1 more Smart Citation
“…Such lateral communication across geographic boundaries is an important integrating device within the MNC to manage the dispersion of the organization (Ghoshal, Korine, & Szulanski, 1994), and subsidiary managers may utilize these horizontal links to mobilize knowledge (Mors, 2010).…”
Section: Mnc Knowledge Flows At the Individual-level: The Central Rolmentioning
confidence: 99%
“…They were sampled widely to include managers from R&D, operations, sales, services and support units, and their company tenures varied (from one to 18 years) suggesting different time spans for building interpersonal networks and social capital which can serve as valuable channels for knowledge sharing in particular in large and geographically distributed organizations like MNCs (Hansen, 1999;Inkpen & Tsang, 2005;Mäkelä & Brewster, 2009;Mors, 2010). Although some subsidiary managers were home country or third country nationals, most were host country nationals, and some had previously been expatriates.…”
Section: Research Design and Settingmentioning
confidence: 99%
“…However, although spanning boundaries provides access to diverse sources of knowledge, there are also obvious difficulties associated with transferring, integrating, and leveraging the heterogeneous inputs and diverging perspectives available across organizational boundaries (Argote, 1999;Carlile 2004;Dougherty, 1992). Indeed, to the extent that organizational boundaries separate heterogeneous types of knowledge, individuals involved in cross-boundary interactions might struggle to find a common ground to facilitate knowledge integration, and interactions might become strained because of differences in languages and perspectives, lack of common understandings and shared meanings (Bechky, 2003), and coordination problems (Mors, 2010). In spite of the difficulties associated with leveraging cross-boundary knowledge, research on social networks and knowledge management has mostly highlighted the benefits of diverse knowledge provided by bridging ties, paying less attention to the conditions under which knowledge diversity becomes conducive to the generation of innovation.…”
mentioning
confidence: 99%
“…Recent work by Mors (2010) has supported the idea that in creating new knowledge, different network densities bring different benefits. Sparse networks have been found to consist of relatively weak ties (Granovetter, 1983;Hansen, 1999;Podolny & Baron, 1997) that facilitate the brokerage of novel information from one domain to another (Burt, 2005;Mors, 2010). A benefit of weak ties is that they are less resource-intensive, allowing actors to have large but relatively sparse networks.…”
Section: Relevant Network Theories On Innovationmentioning
confidence: 99%
“…Without this shared coding scheme and technical language, workrelated communication would be more costly due to additional resources needed to decipher and authenticate the information. This can be brought about by different standards, lack of common understandings (Bechky, 2003) and coordination issues (Mors, 2010). The development of such coding schemes, however, often acts as a double-edged sword: the same specialised coding increases efficiency, but also creates silos.…”
Section: Self-monitoring: Link To Networkmentioning
confidence: 99%