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Conference Paper: Knowledge sources and MNC subsidiary roles
Title | Knowledge sources and MNC subsidiary roles |
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Authors | |
Issue Date | 2009 |
Publisher | Academy of International Business. The Journal's web site is located at http://aib.msu.edu/publications/confproceed.asp |
Citation | The 51st Annual Meeting of the Academy of International Business (AIB 2009), San Diego, CA., 27-30 June 2009. In Academy of International Business Annual Meeting Proceedings, 2009, p. 103 How to Cite? |
Abstract | In order to improve our understanding of the roles that subsidiaries play in the knowledge generation and innovation processes, the present study draws together the literature on knowledge sources and subsidiary mandates to develop a series of hypotheses about where the subsidiary obtains the knowledge that it deploys, and how this is linked to the roles and functions that the subsidiary performs for the corporation as a whole. We report the results of a series of empirical tests of these relationships, using data from a survey of the subsidiaries of foreign firms in Singapore. The results indicate, as postulated, that different subsidiary roles of implementation, innovation for the local market, and innovation for international markets do indeed have different patterns of significant relationships when it comes to knowledge sources. Counter to expectation, however, sister subsidiaries do not show up as significant sources of knowledge for either implementation or innovation roles, casting doubt on whether MNCs in practice behave as “networked” knowledge system with direct knowledge flows between multiple subsidiaries. We conclude with a discussion of the implications of our findings for managers, policy makers and for further research. (For more information, please contact: Peter James Williamson, University of Cambridge, United Kingdom: p.williamson@jbs.cam.ac.uk) |
Description | Conference Theme: Is the World Flat or Spiky? Implications for International Business Session 2.2.7 - Competitive Track: 6 - Learning, Knowledge and Innovation |
Persistent Identifier | http://hdl.handle.net/10722/63277 |
ISSN |
DC Field | Value | Language |
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dc.contributor.author | Enright, MJ | en_HK |
dc.contributor.author | Venkata Subban, S | en_HK |
dc.contributor.author | Williamson, PJ | en_HK |
dc.date.accessioned | 2010-07-13T04:20:07Z | - |
dc.date.available | 2010-07-13T04:20:07Z | - |
dc.date.issued | 2009 | en_HK |
dc.identifier.citation | The 51st Annual Meeting of the Academy of International Business (AIB 2009), San Diego, CA., 27-30 June 2009. In Academy of International Business Annual Meeting Proceedings, 2009, p. 103 | - |
dc.identifier.issn | 2078-0435 | - |
dc.identifier.uri | http://hdl.handle.net/10722/63277 | - |
dc.description | Conference Theme: Is the World Flat or Spiky? Implications for International Business | en_HK |
dc.description | Session 2.2.7 - Competitive | - |
dc.description | Track: 6 - Learning, Knowledge and Innovation | - |
dc.description.abstract | In order to improve our understanding of the roles that subsidiaries play in the knowledge generation and innovation processes, the present study draws together the literature on knowledge sources and subsidiary mandates to develop a series of hypotheses about where the subsidiary obtains the knowledge that it deploys, and how this is linked to the roles and functions that the subsidiary performs for the corporation as a whole. We report the results of a series of empirical tests of these relationships, using data from a survey of the subsidiaries of foreign firms in Singapore. The results indicate, as postulated, that different subsidiary roles of implementation, innovation for the local market, and innovation for international markets do indeed have different patterns of significant relationships when it comes to knowledge sources. Counter to expectation, however, sister subsidiaries do not show up as significant sources of knowledge for either implementation or innovation roles, casting doubt on whether MNCs in practice behave as “networked” knowledge system with direct knowledge flows between multiple subsidiaries. We conclude with a discussion of the implications of our findings for managers, policy makers and for further research. (For more information, please contact: Peter James Williamson, University of Cambridge, United Kingdom: p.williamson@jbs.cam.ac.uk) | - |
dc.language | eng | en_HK |
dc.publisher | Academy of International Business. The Journal's web site is located at http://aib.msu.edu/publications/confproceed.asp | - |
dc.relation.ispartof | Academy of International Business Annual Meeting Proceedings | - |
dc.title | Knowledge sources and MNC subsidiary roles | en_HK |
dc.type | Conference_Paper | en_HK |
dc.identifier.email | Enright, MJ: mjenrigh@hkucc.hku.hk | en_HK |
dc.identifier.email | Venkata Subban, S: vsubrama@business.hku.hk | en_HK |
dc.identifier.authority | Enright, MJ=rp01059 | en_HK |
dc.identifier.authority | Venkata Subban, S=rp01103 | en_HK |
dc.description.nature | link_to_OA_fulltext | - |
dc.identifier.hkuros | 167576 | en_HK |
dc.identifier.spage | 103 | - |
dc.identifier.epage | 103 | - |
dc.publisher.place | United States | - |
dc.identifier.issnl | 2078-0435 | - |