Boundary Capabilities in MNCs: Knowledge Transformation for Creative Solution Development
Journal of Management Studies
© 2016 John Wiley & Sons Ltd and Society for the Advancement of Management Studies
Reason for embargo
Under embargo until 24 December 2018 in compliance with publisher policy
The management of knowledge across country units is critical to multinational corporations (MNCs). Building on the argument that boundary spanning leads to the development of creative problem solving outcomes, this study advances the concept of MNC knowledge transformation and examines its relationship with solution creativity. Using questionnaire data on 67 problem solving projects, we find that opportunity formation is an underlying mechanism linking MNC knowledge transformation to the development of creative solutions. These insights contribute to our understanding of boundary spanning in global organizations by substantiating MNC knowledge transformation and elaborating the relationship between boundary spanning and creative solution development. If successful at knowledge transformation, collaborators from across the MNC can construct previously unimagined opportunities for the generation of creative outcomes.
This study was funded by the Irish Research Council with co-funding from the European Commission (Marie-Curie Fellowship). We are very grateful for the insightful comments of Phillip C. Nell, the three reviewers, editors and participants at the paper development workshop at Ivey Business School.
This is the author accepted manuscript. The final version is available from Wiley via the DOI in this record.
Vol. 54 (4), pp. 455-482