Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

Abstract

Knowledge flows are a key source of advantage for multinational corporations (MNCs). As research on subsidiary knowledge flows to date has mostly focused on organization-level investigations, often using quantitative methodologies, the nuances of knowledge flows practices and their micro-foundations require further theoretical development. Using detailed qualitative data on 40 cases of subsidiary managers" knowledge mobilizations, this paper unravels some of the micro-level practices of knowledge mobilizationsin MNCs. We find that subsidiary manager"s knowledge mobilization practices initiate a complex pattern of subsidiary knowledge inflows, pinpointing the significance of lateral and bottom up exchanges (locally as well as internationally)and the emergent nature of utilizing practices, specialist skills and expertise, as well as experience and advice to develop solutions. We use these insights to distinguish between two types of subsidiary knowledge flows: deliberate and emergent knowledge flows and highlight how their differences have profound implications for the investigation of subsidiary and MNC knowledge flows and their microfoundations.

Technology, innovation and knowledge: The importance of ideas and international connectivity

“…Both Li and Scullion (2010) and Kotabe, Jiang, and Murray (2011) identify the importance of managerial ties as well as political and business ties to facilitate external knowledge acquisition, in particular, in the case of firms operating in emerging markets where the nature of local knowledge is different in terms of tacitness and diffusion. Adopting a micro-foundations perspective, Tippmann, Scott, and Mangematin (2014) qualitative study provides rich findings about the different practices and patterns that subsidiaries' managers follow for sourcing knowledge. According to their study, such practices differ depending on the type of problem that managers face.…”

Differentiating between Information and Knowledge Flows

“…For example, in [4] knowledge flows are used to determine where nodes can get the processes they need to do their job. Similarly, they are used in [1] and in [5].…”

“…Some researchers do not differentiate between both flow types [7], others do it, but a term "knowledge flow" can have different meanings, see, e.g., [4] and [7], [9]. The understanding of term "information flow" is clearer [8] as it is older than "knowledge flow".…”

“…The understanding of term "information flow" is clearer [8] as it is older than "knowledge flow". Most authors agree that there is a difference between two concepts and believe that it is mainly concerned with a created value [6], [9], [4]. There are very few studies [7] that focus on both types of flows from a more practical perspective -authors usually describe differences and use a more appropriate type of flow for their research.…”

Translation of corporate talent management strategies across subsidiaries in emerging economies

“…Bottom-up knowledge inflows are associated with knowledge coming from persons and units lower in level than strategy-makers, such as middle and front-(or first-) line managers (Mom et al, 2007). Middle managers from subsidiaries (Tippmann, Sharkey-Scott, & Mangematin, 2014) assume the task of mediating, catalysing and leading knowledge exchanges, developing and maintaining linkages with organisations (Hedlund, 1994;Nonaka, 1994), and interacting with peers across geographic boundaries (Ghoshal, Korine, & Szulanski, 1994). …”