showing 6 related works from this author
Fine slicing of the value chain and offshoring of essential activities: empirical evidence from European multinationals
2014
The offshoring of more advanced activities is increasing and a debate about the limits of offshoring has emerged. Companies are fine-slicing their value chains, and moving beyond the offshoring of peripheral and non-core activities to the offshoring of advanced and essential activities that are closer to their core (e.g. research, design and product development). The challenge is to understand the limits of offshoring and the most appropriate modes of offshoring. The purpose of this paper is to analyze what activities are offshorable and how best to govern offshored activities. We argue that companies are redefining their core activities and in this process, some essential activities previo…
Contextualizing AMO explanations of knowledge sharing in MNEs: the role of organizational and national culture
2022
AbstractAbility, motivation, and opportunity (AMO) approaches have dominated studies of knowledge sharing in multinational enterprises (MNEs). We argue that there is a need to consider both the national and organizational cultural contexts. Beyond their direct influence on knowledge sharing with colleagues in other business units (BUs), national and organizational culture significantly reinforce the positive relation between individual motivation and knowledge sharing. Thus, our multi-level approach to knowledge sharing in MNEs gives rise to a contextualized AMO approach that provides a novel and more potent understanding of variations in knowledge sharing. At the individual level, our appr…
Teams and project performance: an ability, motivation, and opportunity approach
2020
This article analyzes the relationships between project performance and the team’s ability, motivation, and opportunity (AMO). We contribute to the project management literature by exploring which combinations of AMO factors are best for project performance at different levels of complexity. We test our hypotheses on a sample of 285 projects. Our study shows that in simple projects, ability is the key factor both as a main effect and as a constraining factor that acts as a bottleneck for project performance. In the case of complex projects, the multiplicative model is superior given the significant interaction effects of motivation.
New Business Models In-The-Making in Extant MNCs: Digital Transformation in a Telco
2017
In recent years, we can observe the emergence of firms, born both digital and global, that have disrupted existing industries. Deploying digital technologies, they have developed innovative value chains and business models that threaten established multinational companies (MNCs). In this chapter, we examine how MNCs can and do respond to the challenge digital technologies represent. We describe the main facets of digital technologies and discus the potential these have to undermine the value chains and business models of established MNCs. In order to illustrate this, we employ longitudinal data from Telenor, a leading multinational mobile telecom company. Telenor perceives digitalization as…
Technology, Innovation and Knowledge
2016
The relevance of ideas is at the core of the IB field and has been captured in concepts like technology, innovation and knowledge. While these concepts have evolved over the last decades, the point that the ideas and the international connectivity are central for IB remains genuine. This paper is an attempt to take stock of the evolution of the concepts technology, innovation and knowledge in IB literature along the past five decades with a particular focus on the role of the Columbia Journal of World Business (CJWB) and the Journal of World Business (JWB) in this evolution. Likewise, our objective is to offer a research agenda for the coming decade. We proceed in two steps. First, we scrut…
The effect of organizational separation on individuals' knowledge sharing in MNCs
2017
Abstract The ability of an organization to apply knowledge globally has been conceptualized as critical for the existence of multinational corporations (MNCs). We argue for an organizational separation effect on knowledge sharing that challenges the view of the MNC as a latent social community. Using a unique data-set of more than 4000 individual responses from an MNC, Telenor, we test how three types of drivers for individuals’ knowledge sharing – individuals’ motivation, and individuals’ perceptions of organizational values and organizational work practices – work differently within, as opposed to across, business units. Our analysis suggests that while intrinsic motivation, innovative va…