Learning from Locally Embedded Knowledge: Facilitating Organizational Learning in Geographically Dispersed Settings

Erkelens, Rose; Hooff, Bart van den; Huysman, Marleen; Vlaar, Paul W.L.

doi:10.1002/gsj.1092

Cited by 28 publications

(25 citation statements)

References 79 publications

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“…the extent to which the knowledge and capabilities that constitute a desired practice are anchored in its intra‐ and/or inter‐organizational contexts (Andersson and Forsgren ; Erkelens et al . ; Granovetter ). The central question is whether the knowledge base is dispersed or concentrated in one location.…”

Section: A Translation Perspective On Knowledge Transfermentioning

confidence: 99%

Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory

Røvik

2016

Int J Management Reviews

177

199

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Based on a literature review, this paper investigates the potential of translation theory to energize the study of knowledge transfer between source and recipient organizational units. The central assumption is that translation theory is not only useful for analyzing knowledge-transfer processes, but also has the potential to guide deliberate interventions in such processes. Based on this premise, and drawing on insights from the neighboring academic discipline of translation studies, the author outlines the elements of an instrumental translation theory, with the aim of developing knowledge about how to conduct translations of practices and ideas to achieve various organizational ends in knowledge transfers. The instrumental theory is founded on two main arguments. The first is that knowledge transfers between organizations are rule-based translation processes. The second is that the way in which translators use various translation rules and perform translations may be decisive for outcomes of knowledge-transfer processes. This study develops a typology of three translation modes (the reproducing, the modifying and the radical mode) and four appurtenant translation rules (copying, addition, omission and alteration), and discusses which translation rules fit which conditions. The author identifies three critical conditional variables in knowledge transfers -the translatability of the source practice, the transformability of the transferred knowledge, and the similarity between source and recipient units -and discusses the appropriateness of each translation rule in relation to these variables.

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Section: A Translation Perspective On Knowledge Transfermentioning

confidence: 99%

Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory

Røvik

2016

Int J Management Reviews

177

199

View full text Add to dashboard Cite

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“…To address the consequent interpretive differences at semantic boundaries in the MNC, a common meaning needs to be developed to effectively translate knowledge across boundaries (Carlile, 2004;Dougherty, 1992;Nonaka, 1994). Evidence of considerable efforts by individuals to dis-embed and re-contextualize localized and embedded knowledge in the MNC to make it meaningful and actionable in a different context (Erkelens et al, 2015;Noorderhaven and Harzing, 2009) as well as activities of communities of practice (Tallman and Chacar, 2011) are examples of knowledge translation in the MNC.…”

Section: Mnc Boundary Spanning Circumstances and Boundary Capabilitymentioning

confidence: 99%

Boundary Capabilities in MNCs: Knowledge Transformation for Creative Solution Development

Tippmann

Scott

Parker

2017

J Management Studies

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The management of knowledge across country units is critical to multinational corporations (MNCs). Building on the argument that boundary spanning leads to the development of creative problem solving outcomes, this study advances the concept of MNC knowledge transformation and examines its relationship with solution creativity. Using questionnaire data on 67 problem solving projects, we find that opportunity formation is an underlying mechanism linking MNC knowledge transformation to the development of creative solutions. These insights contribute to our understanding of boundary spanning in global organizations by substantiating MNC knowledge transformation and elaborating the relationship between boundary spanning and creative solution development. If successful at knowledge transformation, collaborators from across the MNC can construct previously unimagined opportunities for the generation of creative outcomes.

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“…Instead, our perspective is consistent with recent research in network theory that focuses on individual agency (Gulati & Srivastava, ), the microfoundations of networks (Tasselli, Kilduff, & Menges, ), and how individuals shape their networks (Parker, Halgin, & Borgatti, ). Moreover, our focus on mobilized networks aligns with the microfoundations agenda on furthering the understanding of MNC knowledge processes, as it attends to the behaviors of individuals (e.g., Andersson, Dasi, Mudambi, & Pedersen, ; Andersson, Gaur, Mudambi, & Persson, ; Erkelens, Hooff, Huysman, & Vlaar, ; Foss, ; Foss & Pedersen, ).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 91%

Accessing diverse knowledge for problem solving in the MNC: A network mobilization perspective

Parker

Tippmann

Kratochvil

2018

Global Strategy Journal

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Research Summary: The fundamental challenge of problem solving is synthesizing diverse knowledge for solution development. This article addresses the trade‐off between knowledge diversity, that is, approaching the most relevant individual to maximize the likelihood that he/she possesses diverse knowledge and the ability to access, that is, recognize and assimilate this knowledge. We examine this trade‐off in relation to managers in subsidiaries of multinational corporations (MNCs) and two types of diverse knowledge—novel knowledge and specialist expertise. We use a network mobilization perspective and arguments on network range within and across organizational boundaries, testing our hypotheses on a dataset of 838 ties from 120 managers leading problem‐solving projects. Our study offers implications for the knowledge‐based view of the MNC as well as the problem‐solving perspective in strategy. Managerial Summary: We examine where managers in subsidiaries of multinational corporations (MNCs) access diverse knowledge to solve nonroutine problems. This is underpinned by a trade‐off. To increase chances that the other person holds diverse knowledge, they may reach far in terms of approaching an individual in a different work context; but such far reach diminishes their ability to integrate this knowledge. We resolve this trade‐off. We find that approaching individuals from an MNC unit in another country location but from the same function increases the likelihood of accessing novel knowledge; whereas accessing specialist expertise is more likely achieved by approaching an MNC colleague from another function located in another country and someone working for an external organization. Overall, we provide insights for problem solvers in organizations.

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Learning from Locally Embedded Knowledge: Facilitating Organizational Learning in Geographically Dispersed Settings

Cited by 28 publications

References 79 publications

Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory

Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory

Boundary Capabilities in MNCs: Knowledge Transformation for Creative Solution Development

Accessing diverse knowledge for problem solving in the MNC: A network mobilization perspective

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