Abstract
This article examines the micro-level operational difficulties for multinational corporations (MNCs) to generate value from its highly geographically dispersed cross-border knowledge and studies the strategies for overcoming them. Using China as the research context, we identify key geographical, institutional and cultural features of cross-border knowledge holders and examine the dimensions of distance that separates them. We then link these dimensions to the conditions that facilitate cross-border knowledge building processes. In doing so, we propose a conceptual model for overcoming these context-specific knowledge management barriers.
Original language | English |
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Pages (from-to) | 71-92 |
Number of pages | 21 |
Journal | Asia Pacific Journal of Management |
Volume | 23 |
Issue number | 1 |
DOIs | |
Publication status | Published - 2006 |
Keywords
- knowledge management
- management barriers
- china
- globalisation
- internationalisation
- strategic management