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Journal of Innovation Economics
De Boeck Université

I.S.B.N.sans
196 pages

p. 85 à 104
doi: en cours

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n° 2 2008/2

Discipline > Revue > Sommaire > Résumé

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The limits of top-down transfers within a multinational corporation: the need for knowledge hybridization

Dorra Yahiaoui Hela Chebbi

Résumé de l'article

To win the competition challenges they are facing, Multinational Corporations are continuously aiming to shape new managerial practices. These companies can take advantage from exploiting the knowledge of their subsidiaries, especially by using hybridization. This article highlights the characteristics of hybridization as a new managerial practice and shows that the transfer of innovations, from Headquarters to subsidiaries, raises several issues in these multidimensional companies. A thorough study of OPERACOM, a multinational company operating in the telecommunications sector, provides answers to two major questions: What are the limits of the top-down transfer in Multinational Corporations? How could knowledge hybridization be considered as a new practice to develop innovation? To assess these questions, we will start by giving a clear overview of our conceptual framework. Then we will explain the outcomes of the empirical investigation within OPERACOM and finally, a cross analysis will be performed and analysed.
JEL Codes: L22, L24, L14 Keywords : innovation, new practice, hybridization, knowledge transfer, multinational corporation.

Plan de l'article

• Introduction

• The hybridization concept

• The need of organizational innovation within the multinational corporation

— The knowledge transfer: A dominant practice within Multinational Corporations

— The hybridization of knowledge: A new practice for Multinational Corporations

• Empirical investigation

— The methodology

— The findings

• Discussion

• Conclusion

• Bibliography

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