Feedback-seeking behavior within multinational corporations

Article Abstract:

Engagement in proactive performance-oriented feedback-seeking behavior was found to be positive among subsidiary presidents of multinational corporations (MNCs). Data taken from 374 subsidiaries of 75 MNCs reveal that engagement in such behavior among subsidiary presidents tend to vary. MNCs originating in Japan and Sweden exhibit a lower degree of engagement than those originating in the US and other European countries. Such phenomenon can be attributed to the two countries' internal environments which happen to be feedback-rich. Also, the face loss costs linked with proactive feedback-seeking tend to be high among Japanese and Swedish MNCs thereby limiting the participation of subsidiary managers in such type of behavior.

Analysis, Subsidiary corporations, Subsidiaries, Executives, Management research, Organizational behavior

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Knowledge flows within multinational corporations

Article Abstract:

Issues discussed concern organizational learning and strategic management, focusing on the flow of business knowledge throughout a multinational corporation. Topics addressed include the valuation of intangible knowledge assets, knowledge-sharing between subsidiary and parent, and the effectiveness of knowledge transmission channels.

Organizational Methods NEC, Statistical Data Included, International aspects, Knowledge management, Organizational change, Business communication

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Knowledge spillovers and the assignment of R&D responsibilities to foreign subsidiaries

Article Abstract:

The examination of cross-industry variation in the existence and salience of spillover opportunities in explaining MNCs' R&D is presented. The MNCs appear to anticipate potential spillover opportunities and are discriminating in assessing opportunities not only across locations, but also across categories of competitors.

Science & research

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