Impact of Experiential Learning on Subsidiary Knowledge and Performance

The importance of knowledge in international business is established; however, there is not enough evidence on learning of multinational subsidiaries in host country networks. This research fills the gap by studying experiential learning in host country networks. The study focuses on technological and market knowledge learning from host country networks. Its novelty is focused on the manager as the learning agent. The manager’s experiential learning adds to subsidiary knowledge, helps improving trust in network relationships and identification of opportunities. This study has implications for managers and policy-makers. Managers will be able to understand their role in filling subsidiary knowledge gap by adopting the model and highlighting opportunities in host country environment.