Managers in MNCs receiving knowledge from geographically distant individuals. The moderating effects of cognitive, social and organizational proximity

Description

Managers in subsidiaries of multinational corporations (MNCs) are challenged to receive heterogeneous sets of knowledge when confronted with non-routine problems, and having no solution available. To develop a tailor-made solution, the responsible manager is required to locate heterogeneous sets of knowledge trough search and obtain it through collaboration with the holding individual. Such heterogeneous sets of knowledge are most likely held by individuals located in different countries. At the same time, it is challenging to obtain these sets of global knowledge from geographically distant individuals. Hence, we argue, that cognitive, social, and organizational proximity between two individuals have a moderating effect on receiving knowledge from geographically distant individuals. Resolving this question, hypotheses are tested on a dataset of 838 ties from 120 problem-solving projects facilitated in 40 different MNCs. This study intends to contribute to the knowledge-based view of the firm as well as problem solving perspective in strategy.

Period	1 Dec 2016 → 5 Dec 2016
Event title	Doctoral Tutorial / EIBA 2016
Event type	Unkonwn
Degree of Recognition	National