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Tapping the power of local knowledge: a local-global interactive perspective

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Tapping the power of local knowledge: a local-global interactive perspective. / Li, Shenxue; Easterby-Smith, Mark Peter Victor; Lyles, Marjorie A. et al.
In: Journal of World Business, Vol. 51, No. 4, 06.2016, p. 641-653.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Li, S, Easterby-Smith, MPV, Lyles, MA & Clark, T 2016, 'Tapping the power of local knowledge: a local-global interactive perspective', Journal of World Business, vol. 51, no. 4, pp. 641-653. https://doi.org/10.1016/j.jwb.2016.04.001

APA

Li, S., Easterby-Smith, M. P. V., Lyles, M. A., & Clark, T. (2016). Tapping the power of local knowledge: a local-global interactive perspective. Journal of World Business, 51(4), 641-653. https://doi.org/10.1016/j.jwb.2016.04.001

Vancouver

Li S, Easterby-Smith MPV, Lyles MA, Clark T. Tapping the power of local knowledge: a local-global interactive perspective. Journal of World Business. 2016 Jun;51(4):641-653. Epub 2016 Apr 23. doi: 10.1016/j.jwb.2016.04.001

Author

Li, Shenxue ; Easterby-Smith, Mark Peter Victor ; Lyles, Marjorie A. et al. / Tapping the power of local knowledge : a local-global interactive perspective. In: Journal of World Business. 2016 ; Vol. 51, No. 4. pp. 641-653.

Bibtex

@article{40ed5d8dd01341b992bd93134d8ad7cf,
title = "Tapping the power of local knowledge: a local-global interactive perspective",
abstract = "Existing theories of international business and strategy do not fully explain how local knowledge disadvantage faced by foreign investors can be mitigated. We conducted an in-depth qualitative study into four MNCs to investigate the micro-processes of how they generated value from their dispersed sources of local knowledge in China. The results suggest an interactive model: that MNCs employed management processes encompassing three strategically interconnected efforts—global knowledge penetration, local-global knowledge blending, and local-global knowledge integration. The model highlights the interplay between global and local knowledge and challenges extant research that solely focuses on the transfer of either home-based or local knowledge.",
keywords = "Local knowledge, Local knowledge disadvantage, Local-global knowledge interaction, Qualitative study, China",
author = "Shenxue Li and Easterby-Smith, {Mark Peter Victor} and Lyles, {Marjorie A.} and Timothy Clark",
year = "2016",
month = jun,
doi = "10.1016/j.jwb.2016.04.001",
language = "English",
volume = "51",
pages = "641--653",
journal = "Journal of World Business",
issn = "1090-9516",
publisher = "Elsevier Inc.",
number = "4",

}

RIS

TY - JOUR

T1 - Tapping the power of local knowledge

T2 - a local-global interactive perspective

AU - Li, Shenxue

AU - Easterby-Smith, Mark Peter Victor

AU - Lyles, Marjorie A.

AU - Clark, Timothy

PY - 2016/6

Y1 - 2016/6

N2 - Existing theories of international business and strategy do not fully explain how local knowledge disadvantage faced by foreign investors can be mitigated. We conducted an in-depth qualitative study into four MNCs to investigate the micro-processes of how they generated value from their dispersed sources of local knowledge in China. The results suggest an interactive model: that MNCs employed management processes encompassing three strategically interconnected efforts—global knowledge penetration, local-global knowledge blending, and local-global knowledge integration. The model highlights the interplay between global and local knowledge and challenges extant research that solely focuses on the transfer of either home-based or local knowledge.

AB - Existing theories of international business and strategy do not fully explain how local knowledge disadvantage faced by foreign investors can be mitigated. We conducted an in-depth qualitative study into four MNCs to investigate the micro-processes of how they generated value from their dispersed sources of local knowledge in China. The results suggest an interactive model: that MNCs employed management processes encompassing three strategically interconnected efforts—global knowledge penetration, local-global knowledge blending, and local-global knowledge integration. The model highlights the interplay between global and local knowledge and challenges extant research that solely focuses on the transfer of either home-based or local knowledge.

KW - Local knowledge

KW - Local knowledge disadvantage

KW - Local-global knowledge interaction

KW - Qualitative study

KW - China

U2 - 10.1016/j.jwb.2016.04.001

DO - 10.1016/j.jwb.2016.04.001

M3 - Journal article

VL - 51

SP - 641

EP - 653

JO - Journal of World Business

JF - Journal of World Business

SN - 1090-9516

IS - 4

ER -