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This book contributes to the understanding of Knowledge Governance in the Multinational Corporation. Intra-firm and inter-firm processes of knowledge creation, sharing and exploitation have attracted increasingly managerial and scholarly interest. However the relation between particular knowledge processes, determinants of organizational choices, governance mechanisms, their relevant costs and benefits, and associated strategic advantages remain less well understood. To address these challenges, this book gives answers to the following questions. What are key challenges of governing knowledge in the multinational corporation? How do contingencies influence relavent trade-offs? How do sets of governance mechanisms respond to problems of cognition and incentives?

Guest Editors' Introduction -- Governing Knowledge Sharing in Multinational Enterprises -- Organization of Research and Development in Large Multinational Firms -- Governance of Knowledge-teams in the MNC: The Case of HeidelbergCement -- Knowledge Transfer Performance of Multinational Companies -- Knowledge Search and Governance Choice: International Joint Ventures in the People's Republic of China -- Knowledge Acquisition and Knowledge Enablers in International Joint Ventures and their Foreign Parents -- Adaptation of Know-how for Cross-border Transfer -- Multinational Enterprises and Clusters: An Organizing Framework.

Brokers are expected to be more creative than employees embedded in closed social structures because they occupy a position in the social space that provides them with access to non-redundant knowledge. However, the extant research provides partly inconsistent findings on the creative implications of brokerage, which raises important questions about when and how brokering between otherwise disconnected colleagues leads to individual creativity. We advance the relational perspective on individual creativity by adopting a contingency view, and showing that a curvilinear (inverted U-shape) specification of the relationship between brokerage and creativity applies particularly when brokers work in research and development, as they are more likely to intensively exploit their structural opportunities. In addition, we show that brokers who work in research and development are more sensitive to work environments that protect their cognitive resources, such that they exhibit greater creativity when the work environment is free from environmental stressors, such as noise and disturbances. Thus, environmental stressors are particularly harmful for those employees who are most likely to exploit the opportunity to broker across otherwise disconnected colleagues.