01.08.2010 | Research Article
Headquarters’ Influence on Knowledge Transfer Performance
Erschienen in: Management International Review | Ausgabe 4/2010
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Abstract
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This paper investigates headquarters’ value-adding role in knowledge transfer. Transfer performance is considered in terms of both efficiency and effectiveness, and a model that includes headquarters’ distribution of decision-making rights, resource allocation, and direct intervention is tested on 141 innovation transfer projects.
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The findings indicate that headquarters have both positive and negative influences on the efficiency and effectiveness of transfer processes. There is thus a need to consider the inherent trade-offs in the choices made in promoting knowledge transfer.