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)


    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
    ISBN (Print)978-1-4471-4907-1
    ISBN (Electronic)978-1-4471-4908-8
    Publication statusPublished - 2013

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