Abstract
A major concern for local managers is the identification of appropriate knowledge resources for their markets. This paper looks at how local managers make decisions on whom to learn from within the multinational corporation (MNC). Learning within the MNC has traditionally been studied from a knowledge transfer perspective, that is, focusing more on the MNC's facilitation of internal knowledge flows rather than observing local initiatives in knowledge identification. Drawing on network and psychic distance literature, the paper argues that the learning behavior of local units evolves through time. Knowledge exchanges tend to occur between markets that appear to have smaller psychic distances, especially in the initial stages of local market development. The argument is developed using a multiple case study of 7-Eleven licensees.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
More From: The International Review of Retail, Distribution and Consumer Research
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.