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Erschienen in: Management International Review 4/2010

01.08.2010 | Research Article

Headquarters’ Influence on Knowledge Transfer Performance

verfasst von: Ass. Prof. Francesco Ciabuschi, Ass. Prof. Oscar Martín Martín, Ass. Prof. Benjamin Ståhl

Erschienen in: Management International Review | Ausgabe 4/2010

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Abstract

  • 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.
  • 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.

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1
It should be noted that speed is an increasingly important aspect of strategy that is often invested in heavily; in that sense, it could be considered a separate construct or a dimension of effectiveness. While this is valid when it comes to, for example, time to market or establishing a market footprint in a competitive environment with rapidly developing technology, we argue that in a purposeful, directed, and delimited transfer project, adhering to a timeframe is an aspect of efficiency, as delays are usually costly. This is another consequence of considering specific transfer efforts rather than aggregate knowledge flow.
 
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Metadaten
Titel
Headquarters’ Influence on Knowledge Transfer Performance
verfasst von
Ass. Prof. Francesco Ciabuschi
Ass. Prof. Oscar Martín Martín
Ass. Prof. Benjamin Ståhl
Publikationsdatum
01.08.2010
Verlag
SP Gabler Verlag
Erschienen in
Management International Review / Ausgabe 4/2010
Print ISSN: 0938-8249
Elektronische ISSN: 1861-8901
DOI
https://doi.org/10.1007/s11575-010-0042-3

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