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Innovative Business Practices
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This chapter proposes a theoretical analysis framework to highlight the challenge of the knowledge transfer between headquarter and subsidiaries and how the intra-organisational hybridization could overcome the limits of the top-down transfer. By highlighting the added value of local subsidiaries, this chapter focuses on the features of the knowledge hybridization as a new managerial practice tendency. Two main questions will be answered: What are the limits of the top-down transfer in Multinational Corporations? And how could companies integrate the knowledge hybridization as an innovative practice to develop their activities? These multinational corporations require to be studied in isolation to other firms whose size, structure and style often allows for flexibilities and adaptive qualities impossible to be replicated or even imitated (Thrassou and Vrontis, 2008; Bresciani et al., 2012).
Demetris Vrontis and Alkis Thrassou - Personal Name
978-1-4438-4604-2
NONE
Management
English
2013
1-406
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