从供应商到卓越中心，甚至超越卓越：“宜家行业”内一个业务部门的网络地位发展,Journal of Business Research

这项研究旨在为跨国企业（MNE）中的卓越中心（CoE）开发更动态和相关的视图，即具有特定且极有价值的能力和知识的业务部门，这些业务部门将被跨国公司的其他部门转移和利用。我们采用纵向案例研究来分析，在1986年至2014年之间，外部供应商如何逐渐成为宜家内部的CoE，甚至改善了这一角色，从而对跨国企业越来越重要。特别是，我们开发了一个将内部（资源，能力和结构）和外部因素（交易量，组织间例程，相互依赖，信任和承诺，以及身份）与网络位置的变化，进而确定了CoE角色的强度和重要性。因此，建立CoE所需的要素可能不是源自MNE的核心竞争力，而是可以从MNE的全球供应网络外部提取，重组和集成。

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This study aims to develop a more dynamic and relational view of centers of excellence (CoE) within multinational enterprises (MNEs), that is, business units with specific and highly valuable competencies and knowledge, which are transferred and leveraged by other units of the MNE. We employ a longitudinal case study to analyze how, between 1986 and 2014, an external supplier progressively became a CoE within IKEA and even improved this role, thereby becoming increasingly important for the MNE. Particularly, we develop a model linking internal (resources, competencies, and structure) and external factors (exchange volumes, interorganizational routines, mutual dependence, trust and commitment, and identities) with changed network positions, which, in turn, define the intensity and importance of a CoE's role. Thus, the elements required to establish a CoE may not originate from the MNE's core competencies, but may be extracted, recombined, and integrated externally from the MNE's global supply network.