Subsidiary Manager’s Experiential Learning and Its Influence on Subsidiary Knowledge and Performance

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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. The subsidiary manager as the learning agent is the novelty of study. The manager’s experiential learning adds to subsidiary knowledge, helps improve trust in network relationships and identification of opportunities. The conceptual model will be empirically operationalized by data collection from a Finnish multinational firm having an internationally recognized product. The subsidiary manager’s experiential learning-subsidiary knowledge-subsidiary performance relationship will be tested and hence bridging a research gap (Vahlne and Johanson 2009). 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 that can lead to commitment decisions in host country environment.
Original languageEnglish
Publication date26 Aug 2015
Publication statusPublished - 26 Aug 2015
Externally publishedYes
Event13th Vaasa Conference on International Business: Creative and Successful Internationalization Strategies - University of Vaasa, Vaasa, Finland
Duration: 26 Aug 201528 Aug 2015
Conference number: 13


Conference13th Vaasa Conference on International Business
LocationUniversity of Vaasa


  • Experiential learning
  • Host country networks
  • Market knowledge
  • Technological knowledge
  • Multinational subsidiary


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