BU491 Chapter 5: Creating Worldwide Innovation and Learning – Exploiting Cross-Border Knowledge Management
Document Summary
Chapter 5: creating worldwide innovation and learning exploiting cross-border knowledge. Making central innovations effective: gaining subsidiary input: multiple linkages, concerns that the center won"t understand needs of distant markets so linkages are needed, ex. Microsoft"s emerging markets development team at headquarters worked with local managers in chinese and indian subsidiaries: responding to national needs: market mechanisms, ex. 3m"s customer innovation centers around the world to direct and regulate central activities, sharing ideas and for cross-functional teams to understand customers by facilitating meetings with them: managing responsibility transfer: personnel flow. Integrative systems rely heavily on the transfer of people across departments, positions: need integration of research, manufacturing, marketing, etc. Harder to achieve in central models than it is in local. Making local innovations efficient: empowering local management, dispersing organizational assets and delegation of authority, linking local managers to corporate decision-making processes, connect them to corporate managers, make relationships. Integrating subsidiary functions: cross-functional integration within each national operation.
