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A transnational perspective on knowledge sharing : Lessons learned from IKEA's entry into Russia, China and Japan

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Author

Summary, in English

When adopting the view of the multinational corporation (MNC) as a transnational corporation, subsidiaries become strategic partners. It is important to recognize that within the MNC knowledge may originate also from subsidiaries and thus flow in different directions. The aim of the article is to understand the role of multiple knowledge flows when international retail firms enter new markets. A qualitative case study of IKEA is reported which focuses on lessons learnt from entering Russia, China and Japan. The discussion centres on forward, reverse and lateral knowledge flows within the IKEA world. Taking a transnational perspective stresses the need to understand multiple knowledge flows in order to secure both differentiation and integration.

Publishing year

2008

Language

English

Pages

17-44

Publication/Series

International Review of Retail, Distribution and Consumer Research

Volume

18

Issue

1

Document type

Journal article

Publisher

Taylor & Francis

Topic

  • Business Administration

Keywords

  • Case study
  • China
  • IKEA
  • Japan
  • knowledge sharing
  • retail internationalization
  • Russia

Status

Published

ISBN/ISSN/Other

  • ISSN: 0959-3969