Hegemony and its discontents: a critical analysis of organizational knowledge transfer

被引:34
作者
Mir, Raza [1 ]
Banerjee, Subhabrata Bobby [2 ,3 ]
Mir, Ali [1 ]
机构
[1] William Paterson Univ, Coll Business, Cotsakos Sch Business, Wayne, NJ 07470 USA
[2] Univ Western Sydney, Coll Business, Res, South Penrith, Australia
[3] Univ Western Sydney, Coll Business, Management, South Penrith, Australia
关键词
Multinational companies; Knowledge transfer; Organizational theory;
D O I
10.1108/17422040810869990
中图分类号
F [经济];
学科分类号
02 ;
摘要
Purpose - The purpose of this paper is to discuss the phenomenon of knowledge transfer within multinational corporations (MNCs), and how the imperatives of thought and action that constitute new knowledge are received in the terrain that constitutes the MNC subsidiary. Design/methodology/approach - This study employs an ethnographic approach, and juxtaposes primary data collection with a variety of secondary data sources. Findings - The data are analyzed in light of the theoretical construct of hegemony, and three themes theorized that underlie the process of knowledge transfer. These include knowledge loss at the local level, the coercive practices that ensure knowledge transfer, and the invocation of imperial subjectivities by the headquarters of the MNC when dealing with subsidiaries from poorer nations. Originality/value - This paper goes beyond the mainstream approaches into organizational knowledge transfer, by analyzing these issues in light of political economy, and the changing landscape of industrial accumulation. It offers in some measure, the building blocks of a different organizational theory, one that is sensitive to those subjects who are consigned to the periphery of mainstream organizing.
引用
收藏
页码:203 / +
页数:27
相关论文
共 80 条
[1]   Subsidiaries and knowledge creation: The influence of the MNC and host country on innovation [J].
Almeida, P ;
Phene, A .
STRATEGIC MANAGEMENT JOURNAL, 2004, 25 (8-9) :847-864
[2]   Odd couple:: Making sense of the curious concept of knowledge management [J].
Alvesson, M ;
Kärreman, D .
JOURNAL OF MANAGEMENT STUDIES, 2001, 38 (07) :995-1018
[3]  
[Anonymous], COMP EC STUDIES
[4]  
[Anonymous], 1977, INTERPRETATION CULTU
[5]   How does knowledge flow? Interfirm patterns in the semiconductor industry [J].
Appleyard, MM .
STRATEGIC MANAGEMENT JOURNAL, 1996, 17 :137-154
[6]  
Banerjee Subhabrata Bobby, 2000, ORGAN ENVIRON, V13, P3, DOI DOI 10.1177/1086026600131001
[8]   Whatever happened to organizational anthropology? A review of the field of organizational ethnography and anthropological studies [J].
Bate, SP .
HUMAN RELATIONS, 1997, 50 (09) :1147-1175
[9]   Managing dispersed knowledge: Organizational problems, managerial strategies, and their effectiveness [J].
Becker, MC .
JOURNAL OF MANAGEMENT STUDIES, 2001, 38 (07) :1037-1051
[10]  
Bouwen R., 1999, ORG DIMENSIONS GLOBA