The Strategies of the Modern MNC

  • Stewart Johnston


This chapter shifts the analysis to the modern MNC and strategies based upon innovation and knowledge management. First, the central place of these issues in the transnational strategy and the organizational form of heterarchy are explained. Then, because the subsidiary’s task, autonomy, control and contribution are intertwined with all aspects of knowledge, the remainder of this chapter examines the issues of organizational knowledge, learning and memory and the resource-based view of the firm to provide the conceptual base for understanding knowledge in the HQ-subsidiary relationship.


Organizational Learning Multinational Corporation Organizational Knowledge Organizational Memory Personal Mastery 
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© Stewart Johnston 2005

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  • Stewart Johnston

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