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A pplying a new theoretical and empirical approach to intrafirm knowledge transfers, this paper provides some initial insight to the little-researched phenomenon of why some subsidiaries are isolated from knowledge-transfer activities within the multinational corporation (MNC). Knowledge transfer is framed as a problemistic search process initiated by the(More)
This paper reports on a multi-method study of knowledge transfer in international acquisitions. Using questionnaire data we show that the transfer of technological know-how is facilitated by communication , visits & meetings, and by time elapsed since acquisition, while the transfer of patents is associated with the articulability of the knowledge, the size(More)
This paper addresses issues of global innovation in multinational corporations by examining the patterns of communication and control in international R&D operations. Using a sample of 110 international R&D units from 15 multinational corporations, we identify three types of R&D unit role (local adaptor, international adaptor, international creator). We(More)
Different subsets of social networks may explain knowledge sharing outcomes in different ways. One subset may counteract another subset, and one subset may explain one outcome but not another. We found support for these arguments in an analysis of a sample of 121 new-product development teams. Within-team and interunit networks had different effects on the(More)
O rganizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level?(More)
The management of technology acquisitions-acquisitions of small technology based firms by large established firms-poses an organizational paradox. Acquirers must integrate acquired firms in order to exploit their technologies in a coordinated manner; at the same time, they must preserve organizational autonomy for acquired firms in order to avoid disrupting(More)