| 000 | 01469cam a2200229 4500500 | ||
|---|---|---|---|
| 005 | 20250121150201.0 | ||
| 041 | _afre | ||
| 042 | _adc | ||
| 100 | 1 | 0 |
_aJamai, Iheb _eauthor |
| 245 | 0 | 0 | _aThe knowledge transfer process between subsidiaries and their parent company: the case of BNP paribas and UBCI |
| 260 | _c2024. | ||
| 500 | _a44 | ||
| 520 | _aA better understanding of the knowledge transfer and its process allows a multinational to avoid difficulties and loss of time in adapting the new knowledge to the receiver. Considering our results, we propose to the managers of multinationals to consider the different modes and stages of knowledge transfer. The transfer modes can be horizontal or vertical, from the parent company to the subsidiary, from the subsidiary to the parent company or between subsidiaries. According to all the interlocutors, it is confirmed that any type of transfer follows the following stages: formulation, combination, and internalization. | ||
| 690 | _aparent company and subsidiary relations | ||
| 690 | _aknowledge transfer method | ||
| 690 | _aknowledge management | ||
| 690 | _aparent company and subsidiary relations | ||
| 690 | _aknowledge transfer method | ||
| 690 | _aknowledge management | ||
| 786 | 0 | _nVie & sciences de l'entreprise | o 219 | 1 | 2024-06-03 | p. 137-159 | 2262-5321 | |
| 856 | 4 | 1 | _uhttps://shs.cairn.info/journal-vie-et-sciences-de-l-entreprise-2024-1-page-137?lang=en&redirect-ssocas=7080 |
| 999 |
_c593073 _d593073 |
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