Anil K. Gupta

TL;DR: In this article, a nodal (i.e., subsidiary) level analysis of knowledge transfer within multinational corporations (MNCs) is proposed, where the authors predict that knowledge outflows from a subsidiary would be positively associated with value of the subsidiary's knowledge stock, its motivational disposition to share knowledge, and the richness of transmission channels.

TL;DR: In this article, the authors address four related issues related to exploration and exploitation in organizational adaptation research, and propose a framework to address them in the context of organizational adaptation and exploitation.

TL;DR: In this paper, the authors examined how, within the same corporation, the nature of corporate control might also vary systematically across subsidiaries, and the differences in subsidiary contexts were analyzed along two dimensions: (a) the extent to which the subsidiary is a user of knowledge from the rest of the corporation and (b) a provider of such knowledge to the rest.

TL;DR: In this paper, data from 58 strategic business units (SBUs) reveal that greater marketing/sales experience, greater willingness to take risk, and greater tolerance for ambiguity on the part of the SBU general manager contribute to effectiveness in the case of "build" SBUs but hamper it when "harvest" them.

TL;DR: In this paper, the authors examined linkages between strategy, incentive bonus system and effectiveness at the strategic busines unit (SBU) level within diversified firms, and found that the relationship between extent of reliance on short run criteria and effectiveness is virtually independent of SBU strategy.