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Multinational Intellect: The Synergistic Power of Cross Cultural Knowledge Networks

Multinational Intellect: The Synergistic Power of Cross Cultural Knowledge Networks

Leslie Gadman, Robert Richardson
Copyright: © 2010 |Pages: 14
ISBN13: 9781605666792|ISBN10: 1605666793|ISBN13 Softcover: 9781616924669|EISBN13: 9781605666808
DOI: 10.4018/978-1-60566-679-2.ch003
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MLA

Gadman, Leslie, and Robert Richardson. "Multinational Intellect: The Synergistic Power of Cross Cultural Knowledge Networks." Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications, edited by Kevin O'Sullivan, IGI Global, 2010, pp. 44-57. https://doi.org/10.4018/978-1-60566-679-2.ch003

APA

Gadman, L. & Richardson, R. (2010). Multinational Intellect: The Synergistic Power of Cross Cultural Knowledge Networks. In K. O'Sullivan (Ed.), Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications (pp. 44-57). IGI Global. https://doi.org/10.4018/978-1-60566-679-2.ch003

Chicago

Gadman, Leslie, and Robert Richardson. "Multinational Intellect: The Synergistic Power of Cross Cultural Knowledge Networks." In Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications, edited by Kevin O'Sullivan, 44-57. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-679-2.ch003

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Abstract

The world of international business is experiencing transformations of such magnitude that existing business models have become either invalid of incomplete. A fundamental force behind these disruptions has been the emergence of the digital networked economy (Ridderstrale and Nordstrom 2004, Flores and Spinosa, 1998) with its supporting internet and communications technology. One significant manifestation of this economy is the emergence of business models designed to gain competitive advantage by bonding with customers, suppliers and complementors (Wilde and Hax 2001). From the multinational perspective outsourcing and off - shoring have been the most common examples of this approach, but user lead innovation models (von Hippel 2005) based on Open Source methods are rapidly emerging as the leading source of competitive advantage. Commitment has been argued to play an important role in determining the success of these relationships (Abrahamsson and Livari, 2002) suggesting that entrepreneurs must be adept at building and maintaining commitment based value networks (Allee 2004, Sveiby and Roland 2002, Savage 1996, Gadman 1996, Adams 2004). This paper considers the challenges associated with commitment in multinational value networking and finds them to be most problematic in the diffusion of innovation where increasing levels of commitment are required across national boundaries and cultures. (Mauer, Rai and Sali 2004). Current research into core commitment structures of virtual multinational communities is not been well established. By analyzing data from a range of sources the paper concludes that the success of value networks depends on the desire of participants to acquire history - making identities (Gauntlett 2002, Spinosa et al. 1997) by maintaining identity defining commitments across the network. Implications for theory and research are discussed.

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