Governance structures of socially complex knowledge flows

Exchange, entitlement and gifts

Bibliographic Data

ID12007452
AuthorsPHILIP CHENG (0000-0002-4095-084X, The Australian National University, National Graduate School of Management, Sir Roland Wilson Building, Canberra, ACT 0200, Australia, corresponding author), Chong Ju Choi (The Australian National University, National Graduate School of Management, Sir Roland Wilson Building, Canberra, ACT 0200, Australia), Tarek Eldomiaty (0000-0002-4382-9615, United Arab Emirates University), Tarek Ibrahim Eldomiaty (UAE University, College of Business & Economics, P.O. Box 17555, AL Ain, United Arab Emirates)
Year2006
Volume43
Issue4
Pages653-657
Publication date2006-10-18
Open AccessYes
TypeARTICLE
VenueThe Social Science Journal (JOURNAL)
Journal identifiersISSN: 0362-3319 • E-ISSN: 1873-5355
PublisherTaylor & Francis (PUBLISHER • GB)
DOI10.1016/j.soscij.2006.08.016
OpenAlexW3123057059
LanguageEN
References cited24

The intangible aspects of knowledge transfer in multinational corporations (MNCs) continue to be a crucial area of research in social science research and raise the issue of knowledge governance structures. The purpose of this conceptual note is twofold. Firstly, we believe that there is more than one governance structure for successful knowledge transfers and flows. We provide a typology of three governance structures: “exchange,” “entitlement,” “gifts.” Secondly, most MNCs will need to take advantage of all three or a combination of these three socially complex governance structures

Business · Corporate governance · Economics · Entitlement (fair division · Microeconomics · Innovation and Knowledge Management · International Business and FDI · Management and Organizational Studies · Finance

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