The RBV of the firm has been questioned more of late. Despite discussion of learning and
knowledge transfer within the context of the RBV of the firm, until recently this perspective tended
to emphasize the role of the corporate center in MNCs, which is generally assumed to be one of
shaping the strategic direction of the organization and designing the strategic change programs
pursued in the subsidiaries. The immobility in practice of many people and HRM practices also
presents a challenge to the RBV of the firm. Ideas from this theory have to be combined with
those from other perspectives to deal with the problem of stickiness in knowledge transfer. Though
resources can provide a global advantage to the MNC as a whole, this is only if the knowledge,
skills, and capabilities can be leveraged appropriately. We must draw upon organization learning
perspectives, given that knowledge processes inside MNCs are central to the transfer of capability
(Foss & Pedersen, 2004; Morris et aI., 2006). Attention also has to be given to the mechanisms that
explain why such mutual transfer of capability is beneficial to the organization, and how it actually
happens (Collis, 1991; Hedlund & RidderstraIe, 1997; Kogut, 1997). There are a series of research
questions in relation to the RBV: