Promoting cross-border knowledge transfer for new product development in MNCs: a process view
Promoting cross-border knowledge transfer for new product development in MNCs: a process view
Cross-border knowledge transfer plays an important role in the competitive advantage of multinational corporations (MNCs). However, it can be quite challenging due to cultural differences and lack of trust between organizational units located in different countries. Prior studies have not explored the knowledge transfer process (and its key nodes) in new product development in MNCs. This research aims to understand this process focusing on how knowledge transfer can be promoted through trust and understanding of cultural traits. A qualitative single-case study of an automotive MNC was conducted. I found that for the key nodes of the process, the company leveraged different mechanisms to promote knowledge transfer. These mechanisms facilitated trust and understanding of cultural traits. Headquarters provided key administrative support for these mechanisms. This study contributes to the literature through proposing a process view showing how knowledge transfer can be promoted by different mechanisms in different nodes of the process. In addition, insights were drawn on how to manage trust and the cultural difference across countries.
802-821
Liu, Yang
77b48647-5646-4aec-8c3d-cc9d9bd02f4e
1 June 2019
Liu, Yang
77b48647-5646-4aec-8c3d-cc9d9bd02f4e
Liu, Yang
(2019)
Promoting cross-border knowledge transfer for new product development in MNCs: a process view.
Journal of Technology Transfer, 44 (3), .
(doi:10.1007/s10961-017-9612-x).
Abstract
Cross-border knowledge transfer plays an important role in the competitive advantage of multinational corporations (MNCs). However, it can be quite challenging due to cultural differences and lack of trust between organizational units located in different countries. Prior studies have not explored the knowledge transfer process (and its key nodes) in new product development in MNCs. This research aims to understand this process focusing on how knowledge transfer can be promoted through trust and understanding of cultural traits. A qualitative single-case study of an automotive MNC was conducted. I found that for the key nodes of the process, the company leveraged different mechanisms to promote knowledge transfer. These mechanisms facilitated trust and understanding of cultural traits. Headquarters provided key administrative support for these mechanisms. This study contributes to the literature through proposing a process view showing how knowledge transfer can be promoted by different mechanisms in different nodes of the process. In addition, insights were drawn on how to manage trust and the cultural difference across countries.
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Accepted/In Press date: 24 July 2017
e-pub ahead of print date: 27 July 2017
Published date: 1 June 2019
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Local EPrints ID: 455876
URI: http://eprints.soton.ac.uk/id/eprint/455876
ISSN: 0892-9912
PURE UUID: 1535a164-d74f-4f0b-8db3-c1c80cd994ef
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Date deposited: 07 Apr 2022 16:40
Last modified: 17 Mar 2024 04:11
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Author:
Yang Liu
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