Browsing Research documents by Author "Gammelgaard, Jens"
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Gammelgaard, Jens; McDonald, Frank; Tüselmann, Heinz-Josef; Dörrenbächer, Christoph; Stephan, Andreas (København, 2006)[More information][Less information]
Abstract: This paper develops a conceptual framework on the strategic development of subsidiaries and the direct employment of skilled labour. The framework is based on autonomy, and intra and inters organizational relationships. The conceptual model outlines the conditions that are likely to lead to too much, or too little, autonomy and intra and inter organizational relationships. This model is then used to develop propositions on the links between autonomy and intra and inter organizational relationships and direct employment of skilled labour. URI: http://hdl.handle.net/10398/6521 Files in this item: 1
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Gammelgaard, Jens (, 2002)[More information][Less information]
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An Organizational Trade-OffGammelgaard, Jens; Pedersen, Torben (København, 2003)[More information][Less information]
Abstract: When building up competences, a subsidiary of a multinational corporation (MNC) may rely on external knowledge sources like customers, suppliers, competitors or local science centers. Internal sourcing is also available through knowledge offered by headquarters or other affiliates. The question is whether the two kinds of sources are mutual exclusive. A dilemma or organizational trade-off is foreseeable, since the more the subsidiary adapts its knowledge creation processes to host country institutions, the less it will be able to utilize internal knowledge sources due to the institutional distance between the external and internal networks. However, newer organizational forms, like the concept of the "differentiated MNC", imply a relatively smooth flow of knowledge inside the MNC, indicating that we should not expect an organizational trade-off between internal and external sources. The subsidiary’s ability to build on two knowledge networks depends on its scale of resources, absorptive capacity and the role it plays in the corporation. The relationship between internal and external sourcing is tested using a unique dataset that covers more than 2,000 subsidiaries located in seven different European countries (the Centre of Excellence Project). In fact, the results show that, to a certain extent, there is no dilemma between a subsidiary’s knowledge development based on both internal, and external knowledge sources. However, the results also show a bell-shaped relationship between the use of internal and external sources, where a heavily embedded use of internal sources excludes the use of external sources. Keywords: Internal sourcing, External sourcing, Institutional Isomorphism and Subsidiary knowledge. URI: http://hdl.handle.net/10398/7315 Files in this item: 1
internal versus external.pdf (69.42Kb) -
Gammelgaard, Jens; Ritter, Thomas (København, 2003)[More information][Less information]
Abstract: Previous discussions of knowledge transfers within multinational corporations (MNC’s) tended to focus on the process as an isolated phenomenon, and the factors that impede these transfers. Less attention has been given to the identification and personal codification processes of knowledge prior to transfer. A model for understanding how knowledge is retrieved in MNC’s is proposed in this paper, with a specific focus on the retrieval of information located in information technology (IT) systems. The model is derived from (1) a critical examination of knowledge management theory, and (2) the empirical research results gathered from Computer Sciences Corporation (CSC). Our survey of CSC reveals that the company is able to overcome the problem of identifying valuable knowledge in a geographical dispersed organization by establishing virtual communities of practice via its portal system. Virtual communities of practice are seen as a combination of the codification and the personalization strategies in this paper. URI: http://hdl.handle.net/10398/6551 Files in this item: 1
jg-3.pdf (260.9Kb) -
Gammelgaard, Jens; Husted, Kenneth; Michailova, Snejina (København, 2002)[More information][Less information]
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Dieng, Sebastian; Dörrenbächer, Christoph; Gammelgaard, Jens (København, 2008)[More information][Less information]
Abstract: This paper analyses the moves global brewery companies undertake towards the distribution of decision making authority in their multinational organization and the likelihood of newly acquired subsidiaries to influence these moves. In this consumer goods industry, brands are suggested to be the primary subsidiary specific resource to influence these distribution processes. Empirically this paper explores three European acquisitions of the Dutch brewery corporation Heineken in Switzerland, Slovakia, and France. We explore whether differing brand value (regional/international, standard/premium) has had an impact on the subsidiaries‟ ability to maintain a certain degree of decision making authority after the take-over. The results of our case studies show, however, that the ownership of valuable brands may not be considered as a critical resource for subsidiaries here. URI: http://hdl.handle.net/10398/6601 Files in this item: 1
wp2-2008.pdf (295.9Kb)
Now showing items 1-6 of 6