The Differentiated Network: Organizing Multinational Corporations for Value Creation

Published on Feb 19, 1997
Refik Culpan8
Estimated H-index: 8
(Pennsylvania State University)
Abstract
Preface. The Differentiated Network. DISTRIBUTED INNOVATION IN THE DIFFERENTIATED NETWORK. Distributed Innovation in Multinational Corporations (MNCs). Optimal Slack for Distributed Innovation. Creation, Adoption, and Diffusion of Innovations Across the MNC. DIFFERENTIATION AND INTEGRATION. Internal Differentiation Within the MNC. Formal Structure and Shared Values. Integration Through Interunit Communication. Integration Through Interpersonal Networks. LIMITS AND EXTENSIONS OF THE DIFFERENTIATED NETWORK. Requisite Complexity. Beyond the Differentiated Network. Methodological Appendix. References. The Author. Index.
  • References (2)
  • Citations (560)
References2
Published on Mar 1, 1995
Christopher A. Bartlett20
Estimated H-index: 20
,
Sumantra Ghoshal40
Estimated H-index: 40
Part 1 The Strategic Imperatives Chapter 1 Expanding Abroad: Motivations, Means, and Mentalities Case 1-1 Lincoln Electric Case 1-2 Jollibee Foods Corporation (A): International Expansion Case 1-3 Acer, Inc.: Taiwan's Rampaging Dragon Case 1-4 Research in Motion: Managing Explosive Growth Reading 1-1 The Tortuous Evolution of the Multinational Corporation Reading 1-2 Distance Still Matters: The Hard Reality of Global Expansion Reading 1-3 When You Shouldn't Go Global Chapter 2 Understanding the ...
404 Citations
Published on Jan 1, 1967
Paul R. Lawrence13
Estimated H-index: 13
,
Jay W. Lorsch17
Estimated H-index: 17
3,078 Citations
  • References (2)
  • Citations (560)
Cited By560
Sharadindu Pandey2
Estimated H-index: 2
,
R.R.K. Sharma9
Estimated H-index: 9
Introduction Researchers classify innovation as two separate set of activities viz. exploration and exploitation. Benner & Tushman (2002) and Jansen (2005) differentiate between 'exploitative Innovations' which involve 'improvements in existing components and architectures and build on the existing technological trajectory' and 'exploratory innovations' which involve 'a shift to a different technological trajectory'. In addition to this way of classification, authors have also indicated another ...
4 Citations
Published on Jan 1, 2005
Hannu Salmela7
Estimated H-index: 7
(University of Turku),
Juha Pärnistö (Fujitsu)
Since the 1990s, services characterized by a considerable geographical distance between the service person and the customer have become increasingly commonplace. Banks and insurance companies are introducing call centers or service centers to complement, or even replace, the old regional service organization. In the information and communication technology (ICT) sector, companies such as Fujitsu and IBM provide part of the end-user support for their clients from a few centralized call centers. T...
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Published on Jan 1, 2000in Management International Review 2.28
Lars Hfikanson35
Estimated H-index: 35
■ Based on a questionnaire survey directed to foreign R&D units in Swedish MNCs, this paper examines the incidence and determinants of technology transfer from foreign subsidiaries to the home country. ■ Technology characteristics affect both the costs of 'reverse technology transfer' and the appropriability of R&D results. They therefore influence the expected revenue expected from - and the propensity to engage in - such transfer.
86 Citations
Published on Jan 1, 2015in Management International Review 2.28
Ulf Holm17
Estimated H-index: 17
,
Christine Holmström1
Estimated H-index: 1
,
D. Deo Sharma17
Estimated H-index: 17
Competence Development through Business Relationships or Competitive Environment? : Subsidiary Impact on MNC Competitive Advantage
53 Citations Source Cite
Published on Dec 15, 2009 in Pacific Rim International Conference on Multi-Agents
Marco Remondino3
Estimated H-index: 3
(University of Turin),
Marco Pironti4
Estimated H-index: 4
(University of Turin),
Roberto Schiesari (University of Turin)
In this work a simulation model is described and implemented, with the purpose of analyzing the non-equity collaborations among small and medium enterprises (SMEs) and the effects of innovation management strategies on enterprise networks. Non-equity links are usually stable, but not strong. In this context the strong links are joint-ventures and participation exchanges, while non-equity collaboration (as a consortium) are stable, but leaving each enterprise as an autonomous entity. In particula...
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Yuosre F. Badir11
Estimated H-index: 11
,
Bettina Büchel5
Estimated H-index: 5
,
Christopher L. Tucci17
Estimated H-index: 17
In today's network world, advancement in new product development (NPD) is being driven by different types of networks, joint ventures, alliances, outsourcing and mergers. Managing the integration of an NPD process in this increased organisational complexity requires a sophisticated organisation design to facilitate and support the coordination of activities and the flow of information across the networks. This paper investigates the impact of the organisational design of the "network lead compan...
11 Citations Source Cite
Published on Jan 1, 1999in Management International Review 2.28
Simon Peck8
Estimated H-index: 8
,
Andrew Pettigrew46
Estimated H-index: 46
+ 1 AuthorsRichard Whittington37
Estimated H-index: 37
Introduction Over the 1980s and 1990s, companies across the globe have engaged in corporate restructuring activities. This raises the question as to whether corporate restructuring activities are similar across national boundaries, or whether patterns of corporate restructuring are related to national institutional contexts. It also poses the question as to the direction of changes: are companies restructuring towards new organisational forms, as has been claimed by some management authors? The ...
65 Citations
Published on Apr 1, 2006
Harbhajan S. Kehal2
Estimated H-index: 2
,
Varinder P. Singh2
Estimated H-index: 2
Chapter 1. The Development of Outsourcing Theory and Practice: Taxonomy of Outsourcing Generations Chapter 2. Making Sense of the Sourcing and Shoring Maze: The Various Outsourcing and Offshoring Alternatives Chapter 3. Global Sourcing: East-West Divide or Synthesis? Chapter 4. Strategies of Outsourcing: From De-risking to Uncertainty Chapter 5. New Ethics for E-Business Offshore Outsourcing Chapter 6. Information Technology Offshore Outsourcing: A Perspective of Advanced Countries Chapter 7. Bu...
29 Citations Source Cite
Published on Jan 1, 2015in Journal of Small Business Strategy
Kaustav Misra5
Estimated H-index: 5
(Saginaw Valley State University),
Ersa Memili (University of North Carolina at Greensboro)+ 1 AuthorsHanging (Chevy) Fang (Mississippi State University)
Women entrepreneurs around the world have increasingly contributed to innovation, employment, and wealth creation (Brush & Cooper, 2012; Brush, de Bruin, & Welter, 2009). Studies suggest that foreign direct investment can be an important determinant of entrepreneurship in general. However, the link between foreign ventures and women entrepreneurs remains under-researched. Therefore, we suggest that the presence of foreign ventures affects women's entrepreneurship. We develop and test our model o...
Published on Jan 1, 2006in Brazilian Business Review
Pedro Rocha Lima Massa1
Estimated H-index: 1
,
Luiz Alberto Nascimento Campos Filho1
Estimated H-index: 1
RESUMO : Um importante desafio para as empresas que hoje internacionalizam seus negocios e desenvolver um nivel de globalizacao que gere concentracoes adequadas das operacoes locais e globalizadas para a empresa. Em um cenario muito mais incerto e dinâmico que os seguros mercados regionais, o gerenciamento eficaz das subsidiarias e unidades de negocios por parte das matrizes das multinacionais pode criar vantagens competitivas aplicaveis em toda corporacao. A partir do estudo de caso de uma subs...
3 Citations
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