Nathaniel C. Lupton

Organizational structure and knowledge-practice diffusion in the MNC

Purpose – This study aims to examine the interaction of formal and informal cross-border knowledge-sharing practices of four large multinational corporations (MNCs) in aerospace, software, IT services and telecommunications industries. The goal was to determine the manner in which coordination and control mechanisms facilitated knowledge transfer. Design/methodology/approach – Case studies comprised secondary data and semi-structured interviews with corporate headquarters and subsidiary managers in large MNCs conducted in the USA, Canada, Mexico, China, India and Eastern Europe. Findings – The primary finding of this study is that knowledge transfer mechanisms arise as a result of both formal and informal structures of the MNC. Formal structures which create either mutual dependencies or occasions for knowledge exchange facilitate transfer. Formal structure which inhibits knowledge transfer can be overcome by knowledge brokers and evaluation metrics. Research limitations/implications – These findings sugg...

The mutual construction of knowledge transfer and shared context in capability development within the networked MNC

Consistent with the knowledge-based view of the firm, capability augmentation in the multinational corporation (MNC) entails the adaptation and diffusion of knowledge within a network of globally dispersed subsidiaries. We used case study methodology to examine the transfer of knowledge practices within four MNCs in order to identify specific mechanisms through which social context impacts efficiency and effectiveness of transfer, as well as the resulting development of associated capabilities. The primary findings of this study are the identification of mechanisms that headquarters can use to create mutual interdependencies among subsidiaries, which in turn hasten capability development and enhance knowledge flow; and the mutually constructive roles of knowledge transfer and shared context, through promotion of organizational knowledge use. The manner in which these coordination and control mechanisms are implemented facilitates the integration of different units within the networked MNC.

Innovation outcomes of knowledge-seeking Chinese foreign direct investment

Purpose – The purpose of this paper is to investigates how organizational learning, absorptive capacity, cultural integration, specialization of the acquired firm and characteristics of transferred knowledge impact innovation performance subsequent to overseas acquisitions. Design/methodology/approach – Survey responses from 222 Chinese multinational enterprises engaged in overseas acquisitions. Findings – Differences between acquiring and acquired firms’ capabilities, while having a positive direct influence, suppress the positive impact of organizational learning and absorptive capacity, suggesting that multinationals require some basic level of capabilities to appropriate value from overseas acquisitions. Research limitations/implications – This paper investigates the impact of knowledge-seeking overseas acquisition of Chinese multinationals on innovation performance, as this appears to be the primary motive for making such acquisitions. Practical implications – Knowledge-seeking overseas acquisition s...

Humanistic perspectives on international business and management

Introduction: International Business and International Management in an Era of Globality Nathaniel C. Lupton and Michael A. Pirson Conceptual Perspectives 1. Global Tensions Between Mainstream Economic Discourse and International Humanistic Management Agendas: Investigating the Challenges Facing Organizational Stakeholders in Modern Market Societies Thomas S. Calvard and James Hine 2. Challenging the Dominant Paradigm: Critical Management Knowledge for Humanistic Management Ozan N. Alakavuklar 3. Global Migration of Nurses from Sub-Saharan Africa: Human Capital Development and Neocolonial Perspectives. Forging an Ethical Framework Kent Rondeau 4. Development Discourse and Practice: Alternatives and New Directions from Postcolonial Perspectives Paul F. Donnelly and Banu Ozkazanc-Pan 5. Reviving Hearts and Souls in Managers: A Ghazalian Sufi Perspective Farzad R. Khan and Rabia Naguib 6. Humanistic Leadership as a Value-Infused Dialogue of Global Leaders and Local Stakeholders Carlos Rodriguez-Lluesma, Anabella Davila and Marta M. Elvira 7. Empowering the Other in a Globalizing World by Targeting Humanistic Aims of Creativity, Work, and Sustainable Community via Pedagogies in Action William Mesa and Kyle Usrey 8. Humes Humanity: A Nexus for Global Management Andrew Creed, Jane Ross and Jack Ross 9. An Integral Foundation for International Strategic Management Nancy E. Landrum, Carolyn Gardner and David Boje 10. Humanistic Values in the Gulf Cooperation Council: An In-depth Study of Humanistic Dimensions in the Region Marianela Rivera and Ousama N. Salha 11. Indigenous Social Enterprises: A Humanistic Approach to Sustainable Development and Poverty Alleviation Mario Vazquez-Maguirre and Consuelo G. de la Torre 12. Is Walmart Good for India? A Humanistic Perspective on Opening Up FDI in Multi-Brand Retail in India Grishma Shah and Anand Pore 13. Cross-Sector Alliances Constance Bygrave 14. Indian Firms and the New Era of Corporate Social Responsibility Raising the Bar for People above Profits Grishma Shah and Subhasis Ray 15. Embracing Humanism in International Business Education: An Application of the Service, Operative, and Lecture Learning (SOLL) Model Meghan Norris 16 Supporting Humanism in the Development of Globally Oriented Managers: The Johns Hopkins University Leadership Development Program Susan Swayze and James R. Calvin 17 Managerial Anthropology - A Humanistic Approach to Management Studies Kemi Ogunyemi 18 The Formation Humanistic at the Tecnologico de Monterrey: The Citizen of the Future Consuelo G. de la Torre, Luis Portales and Osmar Arandia Conclusions: Towards an Humanistic Agenda for International Business and Management Nathaniel C. Lupton and Michael A. Pirson

Introduction: International Business and International Management in an Era of Globality

The world is witnessing a number of severe crises including climate change, rise of international terrorism, social inequities, food shortage, material and spiritual poverty (Hart, 2005; Prahalad, 2005; Senge, 2010). Some argue that globalization has exacerbated these crises (Beck, Sznaider, & Winter, 2003; Inda & Rosaldo, 2008), while others argue globalization can be part of the solution (Prahalad, 2005; Rangan, 2007). Globalization, understood as the cross-border integration of markets for products, labor, capital and knowledge (Ghemawat, 2003), clearly is a force that has the potential to change the experience of human existence as well as its consequences for current and future ecosystems. These changes are driven by the increasing interconnectedness of financial systems, international trade, increased labor mobility, information and communications technology, and foreign direct investment.