The Dual Role of Subsidiary Autonomy in Intra-MNC Knowledge Transfer

Peder Veng Søberg, Brian Vejrum Wæhrens

    Publikation: Bidrag til bog/antologi/rapport/konference proceedingBidrag til bog/antologiForskningpeer review

    3 Citationer (Scopus)

    Abstrakt

    Purpose The purpose of this chapter is to explore the effect of subsidiary
    autonomy on intra-MNC knowledge transfers during captive R&D offshoring
    to emerging markets. Design/methodology/approach: A framework to this
    end is outlined and illustrated in relation to four cases of captive R&D offshoring
    to emerging markets. Findings Subsidiary autonomy has a mainly negative effect
    on primary knowledge transfer and a mainly positive effect on reverse knowledge
    transfer. Newly established R&D subsidiaries in emerging markets need primary
    knowledge transfer in order to build up their competence before they can add to
    the knowledge level of the MNC. Gradual increase in R&D subsidiary autonomy is
    thereby beneficial for subsidiary innovation performance.
    OriginalsprogEngelsk
    TitelThe Offshoring Challenge : Strategic Design and Innovation for Tomorrow’s Organization
    RedaktørerTorben Pedersen, Lydia Bals, Peter D. Ørberg Jensen, Marcus M. Larsen
    Antal sider17
    UdgivelsesstedLondon
    ForlagSpringer Publishing Company
    Publikationsdato2013
    Sider155-171
    Kapitel9
    ISBN (Trykt)978-1-4471-4907-1
    ISBN (Elektronisk)978-1-4471-4908-8
    DOI
    StatusUdgivet - 2013

    Emneord

    • Captive R&D offshoring
    • Subsidiary autonomy
    • Knowledge transfer
    • Innovation performance

    Citationsformater