Subsidiary Autonomy and Knowledge Transfer

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Purpose - Explores the effect of subsidiary autonomy on knowledge transfers during captive offshoring to emerging markets. Design/methodology/approach - Five longitudinal cases of captive R&D and manufacturing offshoring to emerging markets. Findings - The propositions entail the dual effect of operational subsidiary autonomy on primary knowledge transfer and reverse knowledge transfer. For newly established subsidiaries, operational subsidiary autonomy has a mainly negative effect on primary knowledge transfer and a mainly positive effect on reverse knowledge transfer, and local collaboration activities increase this effect. Strategic subsidiary autonomy is mainly negative for primary and reverse knowledge transfer. Research limitations/implications - Limitations concerning the applied exploratory case study approach suggest that further research should test the identified relationships using surveys, after the initial pilot study. Practical implications - A gradual increase of operational subsidiary autonomy as the subsidiary capability level increases is beneficial to ensure primary knowledge transfer. Allowing subsidiaries to collaborate locally within the confines of their mandates benefits reverse knowledge transfer. Originality/value - Extends the secondary knowledge transfer concept to include knowledge flows with local collaboration partners, not only other subsidiaries. Clarifies the distinction between operational and strategic autonomy concerning local collaboration. A subsidiary asserts operational autonomy when its collaboration with local partners relates to its existing mandate. A subsidiary asserts strategic autonomy when it collaborates with local partners beyond this mandate.
Original languageEnglish
JournalJournal of Global Operations and Strategic Sourcing
ISSN2398-5364
Publication statusAccepted/In press - 2019

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Subsidiary autonomy
Knowledge transfer
Subsidiaries
Autonomy
Mandate
Offshoring
Emerging markets
Design methodology
Knowledge flow
Manufacturing

Keywords

  • Offshoring
  • Subsidiary autonomy
  • Knowledge transfer
  • Subsidiary performance
  • Reverse knowledge transfer
  • Reverse innovation
  • Knowledge sharing
  • Capability
  • R&D
  • Manufacturing

Cite this

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title = "Subsidiary Autonomy and Knowledge Transfer",
abstract = "Purpose - Explores the effect of subsidiary autonomy on knowledge transfers during captive offshoring to emerging markets. Design/methodology/approach - Five longitudinal cases of captive R&D and manufacturing offshoring to emerging markets. Findings - The propositions entail the dual effect of operational subsidiary autonomy on primary knowledge transfer and reverse knowledge transfer. For newly established subsidiaries, operational subsidiary autonomy has a mainly negative effect on primary knowledge transfer and a mainly positive effect on reverse knowledge transfer, and local collaboration activities increase this effect. Strategic subsidiary autonomy is mainly negative for primary and reverse knowledge transfer. Research limitations/implications - Limitations concerning the applied exploratory case study approach suggest that further research should test the identified relationships using surveys, after the initial pilot study. Practical implications - A gradual increase of operational subsidiary autonomy as the subsidiary capability level increases is beneficial to ensure primary knowledge transfer. Allowing subsidiaries to collaborate locally within the confines of their mandates benefits reverse knowledge transfer. Originality/value - Extends the secondary knowledge transfer concept to include knowledge flows with local collaboration partners, not only other subsidiaries. Clarifies the distinction between operational and strategic autonomy concerning local collaboration. A subsidiary asserts operational autonomy when its collaboration with local partners relates to its existing mandate. A subsidiary asserts strategic autonomy when it collaborates with local partners beyond this mandate.",
keywords = "Offshoring, Subsidiary autonomy, Knowledge transfer, Subsidiary performance, Reverse knowledge transfer, Reverse innovation, Knowledge sharing, Capability, R&D, Manufacturing",
author = "S{\o}berg, {Peder Veng} and W{\ae}hrens, {Brian Vejrum}",
year = "2019",
language = "English",
journal = "Journal of Global Operations and Strategic Sourcing",
issn = "2398-5364",
publisher = "Emerald",

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Subsidiary Autonomy and Knowledge Transfer. / Søberg, Peder Veng; Wæhrens, Brian Vejrum.

In: Journal of Global Operations and Strategic Sourcing, 2019.

Research output: Contribution to journalJournal articleResearchpeer-review

TY - JOUR

T1 - Subsidiary Autonomy and Knowledge Transfer

AU - Søberg, Peder Veng

AU - Wæhrens, Brian Vejrum

PY - 2019

Y1 - 2019

N2 - Purpose - Explores the effect of subsidiary autonomy on knowledge transfers during captive offshoring to emerging markets. Design/methodology/approach - Five longitudinal cases of captive R&D and manufacturing offshoring to emerging markets. Findings - The propositions entail the dual effect of operational subsidiary autonomy on primary knowledge transfer and reverse knowledge transfer. For newly established subsidiaries, operational subsidiary autonomy has a mainly negative effect on primary knowledge transfer and a mainly positive effect on reverse knowledge transfer, and local collaboration activities increase this effect. Strategic subsidiary autonomy is mainly negative for primary and reverse knowledge transfer. Research limitations/implications - Limitations concerning the applied exploratory case study approach suggest that further research should test the identified relationships using surveys, after the initial pilot study. Practical implications - A gradual increase of operational subsidiary autonomy as the subsidiary capability level increases is beneficial to ensure primary knowledge transfer. Allowing subsidiaries to collaborate locally within the confines of their mandates benefits reverse knowledge transfer. Originality/value - Extends the secondary knowledge transfer concept to include knowledge flows with local collaboration partners, not only other subsidiaries. Clarifies the distinction between operational and strategic autonomy concerning local collaboration. A subsidiary asserts operational autonomy when its collaboration with local partners relates to its existing mandate. A subsidiary asserts strategic autonomy when it collaborates with local partners beyond this mandate.

AB - Purpose - Explores the effect of subsidiary autonomy on knowledge transfers during captive offshoring to emerging markets. Design/methodology/approach - Five longitudinal cases of captive R&D and manufacturing offshoring to emerging markets. Findings - The propositions entail the dual effect of operational subsidiary autonomy on primary knowledge transfer and reverse knowledge transfer. For newly established subsidiaries, operational subsidiary autonomy has a mainly negative effect on primary knowledge transfer and a mainly positive effect on reverse knowledge transfer, and local collaboration activities increase this effect. Strategic subsidiary autonomy is mainly negative for primary and reverse knowledge transfer. Research limitations/implications - Limitations concerning the applied exploratory case study approach suggest that further research should test the identified relationships using surveys, after the initial pilot study. Practical implications - A gradual increase of operational subsidiary autonomy as the subsidiary capability level increases is beneficial to ensure primary knowledge transfer. Allowing subsidiaries to collaborate locally within the confines of their mandates benefits reverse knowledge transfer. Originality/value - Extends the secondary knowledge transfer concept to include knowledge flows with local collaboration partners, not only other subsidiaries. Clarifies the distinction between operational and strategic autonomy concerning local collaboration. A subsidiary asserts operational autonomy when its collaboration with local partners relates to its existing mandate. A subsidiary asserts strategic autonomy when it collaborates with local partners beyond this mandate.

KW - Offshoring

KW - Subsidiary autonomy

KW - Knowledge transfer

KW - Subsidiary performance

KW - Reverse knowledge transfer

KW - Reverse innovation

KW - Knowledge sharing

KW - Capability

KW - R&D

KW - Manufacturing

M3 - Journal article

JO - Journal of Global Operations and Strategic Sourcing

JF - Journal of Global Operations and Strategic Sourcing

SN - 2398-5364

ER -