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Learning from the world? Horizontal knowledge flows and geopolitics in professional service multinationals

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Learning from the world? Horizontal knowledge flows and geopolitics in professional service multinationals. / Boussebaa, Mehdi; Sturdy, Andrew; Morgan, Glenn.

In: International Journal of Human Resource Management, Vol. 25, No. 9, 2014, p. 1227-1242 .

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Boussebaa, Mehdi ; Sturdy, Andrew ; Morgan, Glenn. / Learning from the world? Horizontal knowledge flows and geopolitics in professional service multinationals. In: International Journal of Human Resource Management. 2014 ; Vol. 25, No. 9. pp. 1227-1242 .

Bibtex

@article{3c5f2932968b4d3f973b1c592ad6048b,
title = "Learning from the world? Horizontal knowledge flows and geopolitics in professional service multinationals",
abstract = "This paper examines the nature of the contemporary multinational corporation (MNC) through a study of the use of knowledge management systems (KMS) in four major international consulting firms. In particular, we explore whether and how such systems facilitate horizontal (inter-subsidiary) flows of knowledge, as described in the network view of the MNC. Our analysis reveals the presence of horizontal flows within the four firms, but flows that are contextually constrained and partly shaped by geopolitical power relations. Thus, our study gives some support to the image of the MNC as a network whilst highlighting the contextual limits of horizontal knowledge transfer and, importantly, the geopolitical conditions under which such knowledge transfer takes place. At the same time, it challenges the claim that consulting firms are model organizations in the area of knowledge management as well as the more negative view that questions the ability of KMS to facilitate knowledge transfer.",
author = "Mehdi Boussebaa and Andrew Sturdy and Glenn Morgan",
year = "2014",
doi = "10.1080/09585192.2013.826711",
language = "English",
volume = "25",
pages = "1227--1242",
journal = "International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Taylor & Francis Group",
number = "9",

}

RIS - suitable for import to EndNote

TY - JOUR

T1 - Learning from the world? Horizontal knowledge flows and geopolitics in professional service multinationals

AU - Boussebaa, Mehdi

AU - Sturdy, Andrew

AU - Morgan, Glenn

PY - 2014

Y1 - 2014

N2 - This paper examines the nature of the contemporary multinational corporation (MNC) through a study of the use of knowledge management systems (KMS) in four major international consulting firms. In particular, we explore whether and how such systems facilitate horizontal (inter-subsidiary) flows of knowledge, as described in the network view of the MNC. Our analysis reveals the presence of horizontal flows within the four firms, but flows that are contextually constrained and partly shaped by geopolitical power relations. Thus, our study gives some support to the image of the MNC as a network whilst highlighting the contextual limits of horizontal knowledge transfer and, importantly, the geopolitical conditions under which such knowledge transfer takes place. At the same time, it challenges the claim that consulting firms are model organizations in the area of knowledge management as well as the more negative view that questions the ability of KMS to facilitate knowledge transfer.

AB - This paper examines the nature of the contemporary multinational corporation (MNC) through a study of the use of knowledge management systems (KMS) in four major international consulting firms. In particular, we explore whether and how such systems facilitate horizontal (inter-subsidiary) flows of knowledge, as described in the network view of the MNC. Our analysis reveals the presence of horizontal flows within the four firms, but flows that are contextually constrained and partly shaped by geopolitical power relations. Thus, our study gives some support to the image of the MNC as a network whilst highlighting the contextual limits of horizontal knowledge transfer and, importantly, the geopolitical conditions under which such knowledge transfer takes place. At the same time, it challenges the claim that consulting firms are model organizations in the area of knowledge management as well as the more negative view that questions the ability of KMS to facilitate knowledge transfer.

U2 - 10.1080/09585192.2013.826711

DO - 10.1080/09585192.2013.826711

M3 - Article

VL - 25

SP - 1227

EP - 1242

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

IS - 9

ER -