Internal Versus External Knowledge Sourcing Of Subsidiaries

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Internal Versus External Knowledge Sourcing Of Subsidiaries

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dc.contributor.author Gammelgaard, Jens en_US
dc.contributor.author Pedersen, Torben en_US
dc.date.accessioned 2009-02-04T10:26:44Z
dc.date.available 2009-02-04T10:26:44Z
dc.date.issued 2004-01-23T00:00:00Z en_US
dc.identifier.isbn 8791506085 en_US
dc.identifier.uri http://hdl.handle.net/10398/7315
dc.description.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. en_US
dc.format.extent 24 s. en_US
dc.language eng en_US
dc.relation.ispartofseries CKG Working paper;2003-08 en_US
dc.subject.other datterselskaber en_US
dc.subject.other videnledelse en_US
dc.subject.other videnskabelse en_US
dc.subject.other multinationale selskaber en_US
dc.title Internal Versus External Knowledge Sourcing Of Subsidiaries en_US
dc.type wp en_US
dc.accessionstatus modt04jan23 inrumo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for International Økonomi og Virksomhedsledelse en_US
dc.contributor.department Institut for Ledelse, Politik og Filosofi
dc.contributor.departmentshort INT
dc.contributor.departmentshort LPF
dc.contributor.departmentuk Department of International Economics and Management en_US
dc.contributor.departmentuk Department of Management, Politics and Philosophy
dc.contributor.departmentukshort INT
dc.contributor.departmentukshort MPP
dc.idnumber 8791506085 en_US
dc.publisher.city København en_US
dc.publisher.year 2003 en_US
dc.title.subtitle An Organizational Trade-Off en_US


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