MNCs and knowledge management : A typology and key features

Michailova, S; Nielsen, BB

MNCs and knowledge management : A typology and key features

Michailova, S Nielsen, BB

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Publisher:: Emerald Group Publishing
Publication Type:: Journal Article
Citation:: Journal of Knowledge Management, 2006, 10 (1), pp. 44 - 54
Issue Date:: 2006-01

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Field	Value	Language
dc.contributor.author	Michailova, S	en_US
dc.contributor.author	Nielsen, BB	en_US
dc.date.issued	2006-01	en_US
dc.identifier.citation	Journal of Knowledge Management, 2006, 10 (1), pp. 44 - 54	en_US
dc.identifier.issn	1367-3270	en_US
dc.identifier.uri	http://hdl.handle.net/10453/15231
dc.description.abstract	Abstract Purpose - In the literature there is inherent lack of process-oriented, evolutionary perspectives of organizational knowledge as it pertains to international business. To fill this gap, the aim of this paper is to draw on existing theories of the multinational corporation (MNC) and integrate it with knowledge management research to analyze key knowledge management features and dynamics of different types of MNCs. The paper aims at proposing a link between types of MNCs and knowledge management strategies applied by MNCs. Design/methodology/approach - The paper uses a series of examples from MNCs worldwide to propose a knowledge management based typology of MNCs and to illustrate how they exhibit different strategic dynamics related to knowledge management. Findings - An important stream of literature on MNCs distinguishes between two traditional models for established MNCs, originally described as ethnocentric and polycentric models. A common theme in these studies propose that dramatic changes in the competitive environment has reduced the effectiveness of traditional MNC approaches, highlighting the need to move toward network-based structures. Building on the evolutionary perspective of MNCs, the paper suggests a third type of MNC characterized by a virtual infrastructure based on an e-business model. The paper argues that this type may be more appropriate for organizing managerial activities across organizational and national boundaries in the new web-based knowledge economy. Practical implications - The paper suggests that whereas traditional MNCs invite for management interventions based on centralized economies of information, it makes more sense to manage networked MNCs as integrated learning organizations and e-business based MNCs as boundary-less virtual communities of practice.	en_US
dc.publisher	Emerald Group Publishing	en_US
dc.relation.ispartof	Journal of Knowledge Management	en_US
dc.subject.classification	Business & Management	en_US
dc.title	MNCs and knowledge management : A typology and key features	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	10	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	0807 Library and Information Studies	en_US
utslib.for	08 Information and Computing Sciences	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.issue	1	en_US
pubs.volume	10	en_US

Abstract:

Abstract Purpose - In the literature there is inherent lack of process-oriented, evolutionary perspectives of organizational knowledge as it pertains to international business. To fill this gap, the aim of this paper is to draw on existing theories of the multinational corporation (MNC) and integrate it with knowledge management research to analyze key knowledge management features and dynamics of different types of MNCs. The paper aims at proposing a link between types of MNCs and knowledge management strategies applied by MNCs. Design/methodology/approach - The paper uses a series of examples from MNCs worldwide to propose a knowledge management based typology of MNCs and to illustrate how they exhibit different strategic dynamics related to knowledge management. Findings - An important stream of literature on MNCs distinguishes between two traditional models for established MNCs, originally described as ethnocentric and polycentric models. A common theme in these studies propose that dramatic changes in the competitive environment has reduced the effectiveness of traditional MNC approaches, highlighting the need to move toward network-based structures. Building on the evolutionary perspective of MNCs, the paper suggests a third type of MNC characterized by a virtual infrastructure based on an e-business model. The paper argues that this type may be more appropriate for organizing managerial activities across organizational and national boundaries in the new web-based knowledge economy. Practical implications - The paper suggests that whereas traditional MNCs invite for management interventions based on centralized economies of information, it makes more sense to manage networked MNCs as integrated learning organizations and e-business based MNCs as boundary-less virtual communities of practice.

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http://hdl.handle.net/10453/15231