This thesis explores knowledge transfer between firms in multinational organisations. The subject of knowledge transfer is undisputedly important because knowledge is the essence of competitive advantage. In addition, multinational organisations are believed to be more effective at facilitating inter-firm knowledge transfer. The theoretical framework of this thesis is based on four constructs of knowledge transfer: motivation to transfer knowledge; richness of communication channels; absorptive capacity and organisational context. The research uses both quantitative and qualitative methods to explore these constructs. The research confirms the positive relationship between these constructs. Importantly, it highlights three knowledge transfer levels namely: pooling; assimilation; application and integration of knowledge into the multinational organisation. The research shows that knowledge must move through each of these levels if the focus is knowledge creation, these levels not to be treated as isolated but in fact overlapping. The research also found that high levels of espoused motivation are not always supported by proactive knowledge transfer behaviours. It demonstrated that at a certain level of knowledge transfer encouragement becomes less important than other motivational factors. Importantly, the multinational needs to manage knowledge transfer. To do this, the nature of knowledge must be considered and there needs to be an understanding that ad hoc knowledge transfer patterns can inhibit knowledge being transferred to where it may be needed. The research highlights how important it is for multinational inter-firm knowledge transfer to begin with the individual and then move to the organisation. The individual needs to have the necessary attitudes and ability to understand the benefits. Also, they need to understand that knowledge is not transferred through acceptance alone, but needs to be implemented. This means the multinational must provide strategic direction and structure that facilitates the movement of knowledge across the multinational organisation. Knowledge transfer routines must be managed to allow knowledge to move to where it can create unique knowledge because it is this unique knowledge that can be a strategic benefit to the organisation.

Thesis (doctoral) - WHU - Otto Beisheim School of Management, Vallendar, 2007. / Includes bibliographical references (p. [233]-246).

Diss. (sammanfattning) Uppsala : Uppsala universitet, 2004. / Härtill 5 uppsatser.

Diss. Stockholm : Handelshögskolan, 2006.

Lic.-avh. Linköping : Linköpings universitet, 2006.

Thesis (PhD) -- AUT University, 2008. / Includes bibliographical references. Also held in print (2 v. (xxviii, 528, [286] p.) : ill. ; 30 cm.) in the Archive at the City Campus (T 658.4022 CLE)

Master-Arbeit Univ. St. Gallen, 2008.

Previous research concludes that multinational enterprises can gain operational space in foreign institutions by utilising their foreignness. This conclusion is made with an assumption that subunits act with intentionality and insight in their response to institutional demands. To investigate this assumption, we research whether individual MNE managers are reflexive and if they utilise their foreignness deliberately. It was explored by managers individual practical work and social skill, by qualitative interviews with five Swedish MNE managers in the host market Dubai. The analysis revealed that managers are reflexive and form answers to institutional demands in terms of deviation, conformity and mutual adaptation. Mutual adaptation has not been emphasised in previous literature, which makes us conclude that managers utilisation of foreignness is not as superficial as previous research suggest. Finally, our thesis contributes to organisational institutionalism and international business research, by investigating managers practical perspective in the host market Dubai, United Arab Emirates.

We investigate a multinational corporation's (MNC) decision to appoint host-country national (HCN) managers to foreign subsidiaries based on the institutional context of and familiarity with the host country. HCN managers are commonly associated with specialized knowledge, superior responsiveness, and higher legitimacy. Yet, we argue that local familiarity of HCNs can also be perceived as risky or harmful by MNC parents. We analyze how formal and informal institutions affect the trade-off between positive effects and potential costs associated with HCN managers ("Local allies" vs. "Trojan horses"). We find that legal institutions protect foreign MNCs from potential costs, encourage the use of HCNs and reinforce their benefits. Corruption and corruption distance, however, increase perceived costs associated with HCN managers up to a point at which they outweigh their perceived benefits.

The foundational international business (IB) scholarship grappled with whether multinational enterprises (MNEs) are largely efficiency-enhancing or market-power inducing institutions. Contemporary scholarship, however, often associates foreign direct investment (FDI) with efficiency-enhancing properties and thus neglects the market-power interpretation of the MNE. Such an imbalance is problematic given that the theoretical and empirical justifications behind the field's embrace of the efficiency interpretation are not fully evident. Instead, both efficiency and market-power effects are seemingly present in cross-border investment activity. Based on a comprehensive sample of up to 4,361 cross-border investments materializing between 1986 and 2010, we present theoretically-grounded hypotheses with regard to when market-power effects will tend to dominate efficiency effects. We find that cross-border investments undertaken by emerging-market MNEs in both developed and emerging markets tend to involve substantial efficiency effects and minimal market-power effects when compared with the cross-border investments undertaken by developed-country MNEs in both developed and emerging markets.