The problem of embeddedness revisited: Collaboration and market types

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

“…Second, our findings also contribute to the literature on embeddedness by illustrating that knowledge embeddedness has both favorable and unfavorable aspects (Andersen, 2013) and serves different organizational objectives. By integrating the practicebased tradition on situated knowledge with the knowledge-based view on the importance of knowledge integration for organizational learning, we relate the concept of embeddedness to clear organizational objectives.…”

“…Consequently, both special-ization and integration objectives must be considered in managing locally embedded knowledge. Thus, we provide a more fine-grained insight into the 'different objectives' regarding the embeddedness or overembeddedness that Andersen (2013) is referring to, contributing to a management perspective of how embedded knowledge can be managed and exploited as a resource in the organization (Gargiulo and Benassi, 2000;Meyer, Mudambi, and Narula, 2011;Nielsen, 2005;Sydow, Lindkvist, and DeFillippi, 2004).…”

Environmental risks, localization and the overseas subsidiary performance of MNEs from an emerging economy

“…In particular, adaptation to the cultural values, needs and expectations of local customers increases local acceptance of MNEs' products or services and, thereby, increases the possibility of successful operations in host countries (Yildiz & Fey, 2012). Marketing localization is also a key strategy for firms to gather local market knowledge and build closer linkages with local suppliers and customers (Andersen, 2013;Gertler, 2003). It helps to avoid the misunderstanding of local demand conditions and has positive operational implications.…”

Firms’ innovation benefiting from networking and institutional support: A global analysis of national and firm effects

“…The study found that country differences in underlying norms for collaboration, as reflected in national institutional arrangements for inter-organizational collaboration, was associated with different patterns for partner selection in strategic alliances, and with different innovation potentials from occupying structural holes. Additionally, research on national and regional systems of innovation has generated many case studies and some comparisons, insightfully perceiving local systems, but little evidence on the world's variability and little possibility for globally disentangling and assessing joint effects of institutions and networking on innovation (Andersen, 2012;Guan and Chen, 2012;Rodríguez-Pose and Di-Cataldo, 2014;Guan et al, 2016).…”