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Barriers to knowledge seeking within MNC teams: Which differences matter most?

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  • Martine R Haas

    (The Wharton School, University of Pennsylvania, Philadelphia, USA)

  • Jonathon N Cummings

    (Fuqua School of Business, Duke University, Durham, USA)

Abstract

Do international or non-international differences between members matter most for multinational corporation (MNC) teams? We consider two types of international differences, arising from geographic locations and national origins, and two types of non-international differences, arising from structural affiliations and demographic attributes. Examining the barriers to knowledge seeking between MNC team members, we argue that whether international or non-international differences create greater barriers depends on whether they are position-based or person-based. Using the Social Relations Model to analyze 13,616 dyadic interactions among 2090 members of 289 teams in a large MNC, we find that, for both international and non-international differences, those that are position-based (i.e., geographic and structural differences) created greater barriers than those that are person-based (i.e., nationality and demographic differences). In addition, familiarity from a prior team reduced the barriers created by international and non-international differences that are position-based more than those that are person-based. We discuss the implications of our study for understanding the micro-foundations of knowledge flows in MNCs.

Suggested Citation

  • Martine R Haas & Jonathon N Cummings, 2015. "Barriers to knowledge seeking within MNC teams: Which differences matter most?," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 46(1), pages 36-62, January.
    • Handle: RePEc:pal:jintbs:v:46:y:2015:i:1:p:36-62
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