Managing Cross-Border Complementary Knowledge: Conceptual Developments in the Business Process Approach to Knowledge Management in Multinational Firms

Martin J. Carter

Chapter 13 in The Changing Global Context of International Business, 2003, pp 293-321 from Palgrave Macmillan

Abstract: Abstract The current explosion of interest in ‘knowledge management’ within firms (Nonaka and Takeuchi, 1995; von Krogh and Roos, 1996; Grant, 1997; Stewart, 1997; Boisot, 1998; Teece, 1998)1 illustrates the strong linkage between the process of managing a firm’s knowledge assets and the global competitiveness of the firm. Gaining value from the intangible assets a firm possesses is a key component in achieving the strongest possible competitive stance. Techniques of knowledge management are transferable within the firm, but only at a cost. This cost will be lower the more permeable are the internal dimensions of the firm. Thus organizational and cultural barriers internal to the firm become a prime concern when the firm’s management is seeking the most effective use of its intangible knowledge assets. It is an arguable proposition that the ability to manage knowledge will have a culture-specific element, and therefore, to some degree, a nation-specific aspect. Knowledge management therefore provides a key link between a firm’s global competitiveness and the national attractiveness of particular locations and of the national ownership of successful global firms.

Keywords: Knowledge Management; Knowledge Transfer; International Business; Intellectual Capital; Transfer Price (search for similar items in EconPapers)
Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50155-3_13

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DOI: 10.1057/9780230501553_13

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