Determinants of reverse marketing knowledge transfer potential from emerging market subsidiaries to multinational enterprises’ headquarters

Leposky, Tiina; Arslan, Ahmad; Kontkanen, Minnie

doi:10.1080/0965254x.2016.1195856

Cited by 16 publications

(39 citation statements)

References 55 publications

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“…Moreover, KBV highlights that different subsidiaries of MNEs, as well as headquarters to have unique repositories of their own knowledge (e.g., Song, 2014;Zeng, Grøgaard, & Steel, 2018). Local subsidiaries of MNEs absorb knowledge from their social context as they operate directly in the markets and interact with customers (e.g., Leposky, Arslan, & Kontkanen, 2017). Therefore, other subsidiaries of MNEs are increasingly being viewed as a vital source of knowledge along with headquarters for MNEs (e.g., Ferraris et al, 2017).…”

Section: Knowledge Transfer and Knowledge Sourcesmentioning

confidence: 99%

European MNE subsidiaries' embeddedness and innovation performance: Moderating role of external search depth and breadth

Gölgeci

Ferraris

Arslan

et al. 2019

Journal of Business Research

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While much research has been conducted on the link between embeddedness and innovation outcomes, less attention has been paid on how and when MNE subsidiaries can effectively leverage their internal embeddedness to achieve greater innovation performance. We hypothesize knowledge transfer as a mediating mechanism to channel the potential role of MNE subsidiaries' internal embeddedness in innovation performance. Moreover, we explore the moderating influences of external search depth and breadth on subsidiaries' internal knowledge transfer and innovation performance. To test our framework, we rely on primary data collected from 91 subsidiaries of eleven European MNEs. The results show the degree of knowledge transfer from other MNE units mediates the link between subsidiaries' internal embeddedness and their innovation performance. We also find that external search depth positively moderates the link between the degree of knowledge transfer and subsidiary's innovation performance, while external search breadth does not. We illustrate that knowledge transfer mechanisms and the moderating role of external search approaches can be instrumental in channeling and effectively realizing the role of subsidiary internal embeddedness in innovation performance.

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Section: Knowledge Transfer and Knowledge Sourcesmentioning

confidence: 99%

European MNE subsidiaries' embeddedness and innovation performance: Moderating role of external search depth and breadth

Gölgeci

Ferraris

Arslan

et al. 2019

Journal of Business Research

Self Cite

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“…In support of this view, there is recent evidence suggesting a strong link between the involvement of headquarters and subsidiaries in the innovation network of the MNE system and the knowledge management mechanisms they develop (Johnston & Paladino, 2007;Mudambi, Pedersen & Andersson, 2014). For example, subsidiaries mostly are viewed as knowledge recipients and strategy implementers (Leposky, Arslan & Kontkanen, 2017) while headquarters improve innovative skills and capabilities', it benefits from the use of reverse knowledge transferred from foreign subsidiaries (Rabbiosi & Santangelo, 2013;Schmid & Schurig, 2003;Almeida & Phene, 2004;Athreye, Batsakis & Singh, 2016). In the learning process, we verified three learning resources including customers, collaborators and host countries' background.…”

Section: Insert [Table 5] Herementioning

confidence: 99%

“…A literature review reveals that subsidiaries have been largely ignored regarding their potential for reverse knowledge transfer (RKT) to MNE headquarters, as they have been mostly viewed as knowledge recipients and strategy implementers (Leposky, Arslan & Kontkanen, 2017). What is more, some studies showed how local headquarters improve their innovative skills and capabilities, and they benefit from the use of reverse knowledge transferred from foreign subsidiaries (Rabbiosi & Santangelo, 2013).…”

Section: The Roles Of Subsidiariesmentioning

confidence: 99%

“…Specifically, subsidiaries are regarded as knowledge recipients and strategy implementation units (Leposky, Arslan & Kontkanen, 2017) because subsidiaries are simultaneously embedded in two knowledge contexts, the internal MNE comprised of the headquarters and other subsidiaries, and an external environment of regional or host country firms (Almeida & Phene, 2004). On the one hand, under the external environment, the subsidiaries serve as the spokes absorbing knowledge to the hub in the reverse learning and capability-upgrading mechanism, because the subsidiaries of multinationals abroad understand the local market demand and find it easy to hit on what local customers like.…”

Section: The Roles Of Subsidiariesmentioning

confidence: 99%

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Reverse knowledge acquisition in emerging market MNEs: The experiences of Huawei and ZTE

Sun

Ghauri

2018

Journal of Business Research

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Based on case studies of leading Chinese MNEs' international operations in developed countries, this study develops a reverse knowledge acquisition model of emerging market MNEs through subsidiary-led reverse learning, knowledge sharing and integration processes. It unpacks MNEs' external learning process and contributes to the literature by exploring three mechanisms of learning, sharing and integration. It finds three reverse learning channels, a multi-level hub-spoke type of knowledge acquiring mechanism, and a two-tier three-step integration mechanism. The learning mechanism confirms knowledge acquisition driven by reverse learning behaviours; the sharing mechanism enriches the community perspective of capability building and sharing; the integration mechanism provides an effective way of knowledge integration within the MNEs.

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“…As the aggregate product of embedded resources derived from a network of structural, relational and cognitive connections, literature has shown that social capital plays a complementary role in organizational knowledge transfer (de Wit-de Vries, Dolfsma, van der Windt, & Gerkema, 2018;Kang & Hau, 2014;Leposky, Arslan, & Kontkanen, 2017). In other words, social capital is the value that one can derive from who and how you know others.…”

Section: Introductionmentioning

confidence: 99%

Leveraging social capital in university-industry knowledge transfer strategies: a comparative positioning framework

Robertson¹,

McCarthy

Pitt

2019

Knowledge Management Research & Practice

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University-industry partnerships emphasise the transformation of knowledge into products and processes which can be commercially exploited. This paper presents a framework for understanding how social capital in university-industry partnerships affect knowledge transfer strategies, which impacts on collaborative innovation developments. University-industry partnerships in three different countries, all from regions at varying stages of development, are compared using the proposed framework. These include a developed region (Canada), a transition region (Malta), and a developing region (South Africa). Structural, relational and cognitive social capital dimensions are mapped against the knowledge transfer strategy that the university-industry partnership employed: leveraging existing knowledge or appropriating new knowledge. Exploring the comparative presence of social capital in knowledge transfer strategies assists in better understanding how university-industry partnerships can position themselves to facilitate innovation. The paper proposes a link between social capital and knowledge transfer strategy by illustrating how it impacts the competitive positioning of the university-industry partners involved.

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Determinants of reverse marketing knowledge transfer potential from emerging market subsidiaries to multinational enterprises’ headquarters

Cited by 16 publications

References 55 publications

European MNE subsidiaries' embeddedness and innovation performance: Moderating role of external search depth and breadth

European MNE subsidiaries' embeddedness and innovation performance: Moderating role of external search depth and breadth

Reverse knowledge acquisition in emerging market MNEs: The experiences of Huawei and ZTE

Leveraging social capital in university-industry knowledge transfer strategies: a comparative positioning framework

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