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September 2004, Volume 35, Number 5, Pages 371-384
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Article |
A formal analysis of knowledge combination in multinational enterprises |
Peter J Buckley1 and Martin J Carter2 |
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1Centre for International Business University of Leeds, Leeds University Business School, UK
2Leeds University Business School, UK
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Correspondence to: PJ Buckley, Centre for International Business, University of Leeds (CIBUL), Leeds University Business School, University of Leeds, Leeds LS2 9JT, UK. Tel: +44 113 343 4646; Fax: +44 113 343 4465; E-mail: pjb@lubs.leeds.ac.uk |
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| Abstract |
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This paper outlines a model of process organisation for the combination of different types of knowledge from spatially separated sources in the multinational enterprise. The model envisages an initiator-entrepreneur as the motor of the process, and identifies regularities in the types of knowledge combination within the firm that provide additional value. Knowledge losses, decision losses and coordination losses are imperfections in the process, and result in barriers to the effective combination of knowledge. Strategies of combination are of three types - additive, sequential and complex - implying different types of control outcomes.
Journal of International Business Studies (2004) 35, 371-384. doi:10.1057/palgrave.jibs.8400095
Published online 22 July 2004 |
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| Keywords |
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knowledge management; multinational enterprises; process model |
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Received: 4 February 2003;
revised: 19 November 2003;
accepted: 17 February 2004
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