Managing Cross-Border Complementary Knowledge: Conceptual Developments in the Business Process Approach to Knowledge Management in Multinational Firms

Abstract

The current explosion of interest in ‘knowledge management’ within firms (Nonaka and Takeuchi, 1995; von Krogh and Roos, 1996; Grant, 1997; Stewart, 1997; Boisot, 1998; Teece, 1998) 1 illustrates the strong linkage between the process of managing a firm’s knowledge assets and the global competitiveness of the firm. Gaining value from the intangible assets a firm possesses is a key component in achieving the strongest possible competitive stance. Techniques of knowledge management are transferable within the firm, but only at a cost. This cost will be lower the more permeable are the internal dimensions of the firm. Thus organizational and cultural barriers internal to the firm become a prime concern when the firm’s management is seeking the most effective use of its intangible knowledge assets. It is an arguable proposition that the ability to manage knowledge will have a culture-specific element, and therefore, to some degree, a nation-specific aspect. Knowledge management therefore provides a key link between a firm’s global competitiveness and the national attractiveness of particular locations and of the national ownership of successful global firms. These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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