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

Peder Veng Søberg, Brian Vejrum Wæhrens

    Research output: Contribution to book/anthology/report/conference proceedingBook chapterResearchpeer-review

    3 Citations (Scopus)

    Abstract

    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.
    Original languageEnglish
    Title of host publicationThe Offshoring Challenge : Strategic Design and Innovation for Tomorrow’s Organization
    EditorsTorben Pedersen, Lydia Bals, Peter D. Ørberg Jensen, Marcus M. Larsen
    Number of pages17
    Place of PublicationLondon
    PublisherSpringer Publishing Company
    Publication date2013
    Pages155-171
    Chapter9
    ISBN (Print)978-1-4471-4907-1
    ISBN (Electronic)978-1-4471-4908-8
    DOIs
    Publication statusPublished - 2013

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