How do multinational companies leverage technological competencies? Moving from single to interdependent explanations
Article Abstract:
The ability of multinational companies to leverage their competencies across dispersed subsidiaries is an increasingly important source of competitive performance, as competition in a number of global industries is becoming more knowledge and technology intensive. The determinants of technological competence transfers in multinational enterprises have remained largely disconnected, as focused by the various lines of research.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 2004
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When using knowledge can hurt performance: The value of organizational capabilities in a management consulting company
Article Abstract:
A study was conducted using a data set of 182 sales proposals for client work in a management consulting company to explore the possibility that utilizing the firm's knowledge resources to complete important tasks could undermine competitive performances. The results suggest that competitive performances depend not on how much firms know but on how they use their knowledge to their advantage.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 2005
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Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations
Article Abstract:
A study of 182 sales teams in a management consulting company reveals the advantages of knowledge sharing. Sharing knowledge through electronic documents saves time but does not add to work quality or indicate competence to clients. Sharing personal advice has a positive effect on work quality and indicates competence but does not save time.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 2007
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