Learning in MNCs: How subsidiary managers do (and do not) create global solutions - Grenoble École de management Access content directly
Journal Articles Journal of International Business Studies Year : 2012

Learning in MNCs: How subsidiary managers do (and do not) create global solutions

Esther Tippmann
  • Function : Author
  • PersonId : 933114
Pamela Sharkey Scott
  • Function : Author
  • PersonId : 933115
Vincent Mangematin
  • Function : Author
  • PersonId : 914704

Abstract

It is widely acknowledged in international business (IB) that the task of subsidiaries in multinational corporation (MNC) learning is to adapt, create and diffuse new knowledge. Departing from the common focus on the subsidiary's assigned mandate, this study takes a problemistic search perspective to explore subsidiary managers' actions in detail. A qualitative study was conducted into 38 solution finding processes employed in four subsidiaries. The paper's main contribution is a framework of subsidiary managers' roles in MNC learning, depicting how the framing of the problem influences knowledge search and solution finding activities, and how different activities result in learning at local and global levels. Further implications for MNC knowledge and organizational learning, the management of interdependencies and integration, and for economic geography literatures are discussed.
Fichier principal
Vignette du fichier
Learning-MNC.pdf (485.81 Ko) Télécharger le fichier
Origin : Files produced by the author(s)
Loading...

Dates and versions

hal-00756252 , version 1 (26-11-2012)

Identifiers

Cite

Esther Tippmann, Pamela Sharkey Scott, Vincent Mangematin. Learning in MNCs: How subsidiary managers do (and do not) create global solutions. Journal of International Business Studies, 2012, 43, pp.P. 746-771. ⟨10.1057/jibs.2012.25⟩. ⟨hal-00756252⟩

Collections

GRENOBLE-EM OB-OT
457 View
1250 Download

Altmetric

Share

Gmail Facebook X LinkedIn More