Browsing Department of Strategic Management and Globalization (SMG) by Author "Rabbiosi, Larissa"
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Minbaeva, Dana B.; Mäkelä, Kristiina; Rabbiosi, Larissa (Frederiksberg, 2010)[More information][Less information]
Abstract: The knowledge-based view has recently been criticized for overlooking individual-level action and interaction in favor of an over-emphasis on the firm-level capabilities. This paper seeks to respond to that criticism by providing some individual-level explanations for a collective-level phenomenon – intraorganizational knowledge transfer. We suggest that variations in individual ability, motivation and the use of interaction opportunities provided by the organization explain part of the variation found in individuallevel knowledge acquisition and use, and that this has an influence on organizational level knowledge transfer within a firm. More specifically, we find that ability and intrinsic motivation are important drivers of individual level knowledge acquisition and use, while extrinsic motivation has no impact. Furthermore, the extent to which an individual uses interaction opportunities provided by the organization influences knowledge transfer both directly and through a moderator effect with ability and person-to-person interaction. URI: http://hdl.handle.net/10398/8001 Files in this item: 1
SMGWP2010_1.pdf (278.4Kb) -
Rabbiosi, Larissa (København, 2008)[More information][Less information]
Abstract: This paper explores theoretical and empirical ambiguities in the literature concerning the impact of foreign subsidiary autonomy on intra-MNE knowledge transfer. We argue that understanding the interdependences between subsidiary autonomy and the use of different communication systems – e.g. person-based and electronic-based communication systems – is crucial to putting forward new insights in the debate. Based on the recent literature on strategic management, we hypothesize that the two communication systems call for different degrees of subsidiary autonomy and vice versa. Using a data set consisting of 307 dyads between foreign subsidiaries and their parent companies, we find that two distinctive configurations positively affect the extent of knowledge transfer from foreign subsidiaries to their parent companies. The first is the combination of a high degree of subsidiary autonomy and the use of person-based mechanisms, and the second is the combination of low subsidiary autonomy and the use of electronic-based mechanisms. URI: http://hdl.handle.net/10398/7455 Files in this item: 1
smg wp 2008-16.pdf (766.3Kb)
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