During problem solving, how do managers in multinational corporations (MNCs) utilize innovative tacit knowledge to develop solutions of high value to the firm? To shed light on this question, we combine the literature on problem solving with a network mobilization perspective. We test our hypotheses on a dataset of 120 subsidiary-driven problem projects, representing 838 ties. We find support for our hypotheses: utilizing tacit knowledge, in the form of new and innovative ideas, is an antecedent of solution value. In addition, mobilizing internal, same-function ties across MNC units and external ties, as well as collaboration density are associated with obtaining and using innovative tacit knowledge. We discuss implication for the problem solving perspective in strategic management and knowledge-based perspectives of the MNC.
7 Apr. 2016 → 9 Apr. 2016
AIB-UKI Annual Conference
Österreichische Systematik der Wissenschaftszweige (ÖFOS)