Organizing for knowledge flows within MNCs

摘要: Abstract This paper conceptualizes the multinational corporation (MNC) as a network of knowledge flows and argues that, within same MNC, subsidiary strategic roles can be expected to differ in terms extent directionality between focal rest corporation. Building on this framework, hypothesizes empirically tests for systematic associations subsidiary's knowledge-flow based role systems processes linking The empirical data, collected from 359 subsidiaries major US, Japanese, European MNCs (i) provide strong support notion differentiated flow well MNCs, (ii) suggest that innovation by foreign is more typically result autonomous initiative rather than directives issued corporate headquarters.