@article{
 title = {The impact of operational structure, lateral integrative mechanisms and control mechanisms on intra-MNE knowledge transfer},
 type = {article},
 year = {2006},
 identifiers = {[object Object]},
 pages = {547-569},
 volume = {15},
 month = {10},
 id = {a2c812c4-7e16-3346-bd10-a5453cd0c680},
 created = {2016-08-21T22:17:38.000Z},
 file_attached = {false},
 profile_id = {217ced55-4c79-38dc-838b-4b5ea8df5597},
 group_id = {408d37d9-5f1b-3398-a9f5-5c1a487116d4},
 last_modified = {2017-03-14T09:54:45.334Z},
 read = {false},
 starred = {false},
 authored = {false},
 confirmed = {true},
 hidden = {false},
 source_type = {JOUR},
 notes = {PT: J; TC: 17},
 folder_uuids = {028056a6-dab5-46a4-b9bf-02542e7cfa2b},
 private_publication = {false},
 abstract = {This study develops and tests a comprehensive framework aimed at explaining outbound knowledge transfer at subsidiary level in multinational enterprises (MNEs). Three groups of influencing factors are examined; the operational structure surrounding the subsidiary, lateral integrative mechanisms and control mechanisms. Results indicate that the operational structure, knowledge sharing incentives, and subsidiary socialization, have a positive influence on outbound knowledge transfer. Further, permanent teams as lateral integrative mechanism negatively influence knowledge transfer, while the use of liaison mechanisms and temporary teams have a positive influence. Hypotheses are tested using data on 74 subsidiaries. (c) 2006 Elsevier Ltd. All rights reserved.},
 bibtype = {article},
 author = {Persson, Magnus},
 journal = {International Business Review},
 number = {5}
}

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