Inter-firm learning and knowledge-sharing in multinational networks: An outsourced organization's perspective

Samir Gupta, Michael Jay Polonsky

Research output: Contribution to journalArticleResearchpeer-review

Abstract

This research provides insights into how learning and knowledge are exchanged multinationally between customer firms and their outsourced suppliers who provide non-core, yet essential, services. The paper seeks to understand: (1) how information is exchanged in these networks; (2) how cumulative knowledge adds value in these networks; and (3) how boundary-spanners assist in the dissemination of knowledge and learning within the network. Based on a pharmaceutical industry case, the results suggest that: (a) multinational firms operate more effectively and interact by sharing knowledge with outsourced firms which reflect the customers structure and fit; (b) networked firms benefit from interactions through economies of scope, but knowledge is not necessarily shared equally among partners; (c) learning and knowledge-sharing interactions are tightly coupled at the product development stage; and (d) outsourced firms interact with external boundary-spanners as needed. The research provides insights for managers of multinational organizations and managers of firms from where essential services are outsourced.
Original languageEnglish
Pages (from-to)615 - 622
Number of pages8
JournalJournal of Business Research
Volume67
Issue number4
DOIs
Publication statusPublished - 2014

Cite this

@article{f09397fa36f146408c9dca4a0f72afd3,
title = "Inter-firm learning and knowledge-sharing in multinational networks: An outsourced organization's perspective",
abstract = "This research provides insights into how learning and knowledge are exchanged multinationally between customer firms and their outsourced suppliers who provide non-core, yet essential, services. The paper seeks to understand: (1) how information is exchanged in these networks; (2) how cumulative knowledge adds value in these networks; and (3) how boundary-spanners assist in the dissemination of knowledge and learning within the network. Based on a pharmaceutical industry case, the results suggest that: (a) multinational firms operate more effectively and interact by sharing knowledge with outsourced firms which reflect the customers structure and fit; (b) networked firms benefit from interactions through economies of scope, but knowledge is not necessarily shared equally among partners; (c) learning and knowledge-sharing interactions are tightly coupled at the product development stage; and (d) outsourced firms interact with external boundary-spanners as needed. The research provides insights for managers of multinational organizations and managers of firms from where essential services are outsourced.",
author = "Samir Gupta and Polonsky, {Michael Jay}",
year = "2014",
doi = "10.1016/j.jbusres.2013.02.043",
language = "English",
volume = "67",
pages = "615 -- 622",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier",
number = "4",

}

Inter-firm learning and knowledge-sharing in multinational networks: An outsourced organization's perspective. / Gupta, Samir; Polonsky, Michael Jay.

In: Journal of Business Research, Vol. 67, No. 4, 2014, p. 615 - 622.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Inter-firm learning and knowledge-sharing in multinational networks: An outsourced organization's perspective

AU - Gupta, Samir

AU - Polonsky, Michael Jay

PY - 2014

Y1 - 2014

N2 - This research provides insights into how learning and knowledge are exchanged multinationally between customer firms and their outsourced suppliers who provide non-core, yet essential, services. The paper seeks to understand: (1) how information is exchanged in these networks; (2) how cumulative knowledge adds value in these networks; and (3) how boundary-spanners assist in the dissemination of knowledge and learning within the network. Based on a pharmaceutical industry case, the results suggest that: (a) multinational firms operate more effectively and interact by sharing knowledge with outsourced firms which reflect the customers structure and fit; (b) networked firms benefit from interactions through economies of scope, but knowledge is not necessarily shared equally among partners; (c) learning and knowledge-sharing interactions are tightly coupled at the product development stage; and (d) outsourced firms interact with external boundary-spanners as needed. The research provides insights for managers of multinational organizations and managers of firms from where essential services are outsourced.

AB - This research provides insights into how learning and knowledge are exchanged multinationally between customer firms and their outsourced suppliers who provide non-core, yet essential, services. The paper seeks to understand: (1) how information is exchanged in these networks; (2) how cumulative knowledge adds value in these networks; and (3) how boundary-spanners assist in the dissemination of knowledge and learning within the network. Based on a pharmaceutical industry case, the results suggest that: (a) multinational firms operate more effectively and interact by sharing knowledge with outsourced firms which reflect the customers structure and fit; (b) networked firms benefit from interactions through economies of scope, but knowledge is not necessarily shared equally among partners; (c) learning and knowledge-sharing interactions are tightly coupled at the product development stage; and (d) outsourced firms interact with external boundary-spanners as needed. The research provides insights for managers of multinational organizations and managers of firms from where essential services are outsourced.

U2 - 10.1016/j.jbusres.2013.02.043

DO - 10.1016/j.jbusres.2013.02.043

M3 - Article

VL - 67

SP - 615

EP - 622

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

IS - 4

ER -