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Bridging the distance: Managing cross-border knowledge holders

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Abstract

This article examines the micro-level operational difficulties for multinational corporations (MNCs) to generate value from its highly geographically dispersed cross-border knowledge and studies the strategies for overcoming them. Using China as the research context, we identify key geographical, institutional and cultural features of cross-border knowledge holders and examine the dimensions of distance that separates them. We then link these dimensions to the conditions that facilitate cross-border knowledge building processes. In doing so, we propose a conceptual model for overcoming these context-specific knowledge management barriers.

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  1. UK Advanced Institute of Management Research, Lancaster University Management School, Lancaster, LAI 4YX, United Kingdom

    Shenxue Li (Research Fellow)

  2. Strathclyde International Business Unit, Strathclyde Business School, University of Strathclyde, Stenhouse Building, 173 Cathedral Street, Glasgow, G4 0RQ, United Kingdom

    Hugh Scullion (Director)

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Li, S., Scullion, H. Bridging the distance: Managing cross-border knowledge holders. Asia Pacific J Manage 23, 71–92 (2006). https://doi.org/10.1007/s10490-006-6116-x

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