Innovative Projects Between MNE Subsidiaries and Local Partners in China: Exploring Locations and Inter-organizational Trust

Abstract

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

“…The innovation potential of MNEs' internal networks is substantiated by the fact that MNEs operate across different countries (Meyer, Mudambi, & Narula, 2011), resulting in access to diverse resources and learning opportunities, which can potentially produce innovations fitting the context they operate in (e.g., Du & Williams, 2017). Consequently, if MNE subsidiaries are internally embedded, knowledge flow and learning are expected to be more effective (Ciabuschi et al, 2017;Kazadi et al, 2016) leading to better innovation performance.…”

Policies to Attract R&D-related FDI in Small Emerging Countries: Aligning Incentives With Local Linkages and Absorptive Capacities in Chile

“…The existing literature has consistently stressed that the potential for local spillovers depends crucially on the heterogeneity of FDI projects (Blomström and Kokko, 1998;Chung, 2001;Marin and Bell, 2010). In this context, the scope of linkages and the associated knowledge spillovers can be expected to be larger in the case of foreign investments that engage in R&D projects in collaboration with local actors (Du and Williams, 2016;Owen-Smith and Powell, 2004).…”

Integration-responsiveness, local hires and subsidiary performance amidst turbulence: Insights from a survey of Chinese subsidiaries

“…This has drastically changed the structure of industries; for example, there has been an increase in private enterprises and private business groups to increase competition within China (Li, Poppo, & Zhou, 2008). These changes have also occurred non-uniformly across the country; there have been large regional disparities with Tier-1 developments out-pacing Tier-2 and Tier-3 economic developments, and even big differences within Tier-1 cities (Démurger, 2001;Du & Williams, 2017). Unprecedented and rapid changes in these localized market conditions make it difficult for subsidiary managers to predict the future and make effective strategic decisions (Li, Zhou, & Shao, 2009).…”

“…The empirical analysis is based on a unique sample of 104 subsidiaries of non-Chinese MNEs operating in China. Because of regional disparities in economic growth in China (Démurger, 2001;Du & Williams, 2017) and differences in the local competitive dynamics, we take the view that environmental turbulence is locally defined and should not be assumed to be constant across the country. In other words, the level of environmental turbulence for each subsidiary in China will vary according to the distinctive conditions in which the subsidiary operates.…”