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Torben Pedersen
Bocconi University
228Publications
45H-index
8,301Citations
Publications 228
Newest
Published on May 1, 2019in Global Strategy Journal 2.12
Alvaro Cuervo-Cazurra32
Estimated H-index: 32
,
Ram Mudambi42
Estimated H-index: 42
,
Torben Pedersen45
Estimated H-index: 45
Source Cite
Published on Apr 1, 2019in Journal of World Business 3.99
Torben Pedersen45
Estimated H-index: 45
(Bocconi University),
Giuseppe Soda4
Estimated H-index: 4
(Bocconi University),
Diego Stea4
Estimated H-index: 4
(CBS: Copenhagen Business School)
Abstract Multinational corporations (MNCs) need to sense, source, and mobilize knowledge when and where it arises, whether at home, or elsewhere in the world. For this reason, MNCs benefit from employee networks of relationships that span across intraorganizational barriers, allowing for the efficient mobilization of knowledge across boundaries. Yet, which organizational members are more likely to be able to develop these boundary spanning networks? We leverage a unique data set from a large mul...
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Published on Apr 1, 2019in Journal of Management 8.08
Giuseppe Soda4
Estimated H-index: 4
(Bocconi University),
Diego Stea4
Estimated H-index: 4
(CBS: Copenhagen Business School),
Torben Pedersen45
Estimated H-index: 45
(Bocconi University)
The debate on whether bonding or bridging ties are more beneficial for acquiring knowledge that is conducive to individual creativity has mostly overlooked the context in which such ties are formed. We challenge the widespread assumption that closed, heavily bonded networks imply a collaborative attitude on the part of the embedded actors and propose that the level of collaboration in a network can be independent from that network’s structural characteristics, such that it moderates the effects ...
2 Citations Source Cite
Published on Dec 3, 2018in Journal of Knowledge Management 2.55
Peter Holdt Christensen3
Estimated H-index: 3
(CBS: Copenhagen Business School),
Torben Pedersen45
Estimated H-index: 45
(Bocconi University)
Purpose The authors focus on how intra-organizational proximity influences the frequency of knowledge transfer in dyads, and the authors seek to balance the over-socialized and under-socialized perspectives of knowledge sharing by focusing on how proximity both indirectly (mediated by social relationships) and directly influences the frequency of knowledge sharing. Empirically, the authors analyze how proximity in a five-story building directly and indirectly influences the frequency of knowledg...
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Published on Nov 12, 2018
Frank Elter2
Estimated H-index: 2
,
Paul N. Gooderham18
Estimated H-index: 18
+ 1 AuthorsTorben Pedersen45
Estimated H-index: 45
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Published on Aug 1, 2018
Anthony Goerzen , Torben Pedersen45
Estimated H-index: 45
+ 2 AuthorsPaul N. Gooderham18
Estimated H-index: 18
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Published on May 1, 2018in Global Strategy Journal 2.12
Alvaro Cuervo-Cazurra32
Estimated H-index: 32
(NU: Northeastern University),
Ram Mudambi42
Estimated H-index: 42
(TU: Temple University),
Torben Pedersen45
Estimated H-index: 45
(Bocconi University)
1 Citations Source Cite
Published on Feb 1, 2018in Long Range Planning 3.22
Marcus Møller Larsen9
Estimated H-index: 9
(CBS: Copenhagen Business School),
Stephan Manning19
Estimated H-index: 19
(University of Massachusetts Boston),
Torben Pedersen45
Estimated H-index: 45
(Bocconi University)
Abstract Prior literature is ambivalent about whether organizational complexity has positive or negative effects on firm performance. Using rich data on global service providers, we explore this ambivalence by disentangling performance consequences of different types of organizational complexity. We show that complexity arising from the coordination of different services and operations negatively influences profit margins through increased coordination costs, whereas complexity coming from the s...
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Published on Dec 11, 2017
Ulf Andersson32
Estimated H-index: 32
,
Henrik Dellestrand9
Estimated H-index: 9
,
Torben Pedersen45
Estimated H-index: 45
Source Cite
Published on Aug 18, 2017
Torben Pedersen45
Estimated H-index: 45
Recent developments are challenging the traditional separation between advanced and emerging economies as host of knowledge and production-intensive activities, respectively. Authors assess whether the co-location of R&D and manufacturing is critical for development and innovation.
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