Organisational Learning And Multinational Strategy
Increasingly, it has been recognised that in their process of internationalisation multinationals may learn. They may take a strategy not only of exploitation, to leverage existing assets, competencies and products, built up in their home countries, but also, and perhaps even primarily, of exploration, to profit from diversity of host countries to develop new products and competencies. The question is how they can manage and integrate resulting diversity. This article analyses that issue, using a theory of organisational learning. It employs a ‘cycle of discovery’ that seeks to resolve the problem of combining exploitation and exploration. That problem arises more widely, apart from internationalisation, and solutions to it may yield solutions for problems of internationalisation.
|globalization, innovation, international business, multinational corporations, organizational learning|
|Multinational Firms; International Business (jel F23), Firm Objectives, Organization, and Behavior (jel L2), Business Administration and Business Economics; Marketing; Accounting (jel M), Business Administration: General (jel M10)|
|ERIM Report Series Research in Management|
|Organisation||Erasmus Research Institute of Management|
Nooteboom, B. (2004). Organisational Learning And Multinational Strategy (No. ERS-2004-004-ORG). ERIM Report Series Research in Management. Retrieved from http://hdl.handle.net/1765/1123