This paper investigates headquarters' value-adding role in knowledge transfer. Transfer performance is considered in terms of both efficiency and effectiveness, and a model that includes headquarters' distribution of decision-making rights, resource allocation, and direct intervention is tested on 141 innovation transfer projects. The findings indicate that headquarters have both positive and negative influences on the efficiency and effectiveness of transfer processes. There is thus a need to consider the inherent trade-offs in the choices made in promoting knowledge transfer. © 2010 Gabler Verlag.
Ciabuschi, F., Martin Martin, O., Stahl, B. (2010). Headquarters' Influence on Knowledge Transfer Performance. MIR. MANAGEMENT INTERNATIONAL REVIEW, 50(4), 471-491 [10.1007/s11575-010-0042-3].
Headquarters' Influence on Knowledge Transfer Performance
Ciabuschi F.;
2010
Abstract
This paper investigates headquarters' value-adding role in knowledge transfer. Transfer performance is considered in terms of both efficiency and effectiveness, and a model that includes headquarters' distribution of decision-making rights, resource allocation, and direct intervention is tested on 141 innovation transfer projects. The findings indicate that headquarters have both positive and negative influences on the efficiency and effectiveness of transfer processes. There is thus a need to consider the inherent trade-offs in the choices made in promoting knowledge transfer. © 2010 Gabler Verlag.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
