This paper is built on two premises: (1) that HQ and subsidiary managers often have different perceptions about the role of the subsidiary in the multinational corporation, and (2) that such differences have important implications for the management of the HQ-subsidiary relationship. Using data...

If knowledge is to be managed and transferred, it is essential that members of organizations know and agree on where capabilities reside. Few studies, however, have examined the difficulties of evaluating capabilities in large firms. This paper reports an in-depth empirical study of capabilities...