Reverse and conventional knowledge transfers in international joint ventures

Park, Chansoo; Vertinsky, Ilan

doi:10.1016/j.jbusres.2015.12.051

Cited by 37 publications

(45 citation statements)

References 48 publications

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“…Multinational companies (MNCs) have for decades been considered the main providers of knowledge and technology to subsidiaries and partner companies in less developed countries (Peng & Beamish, 2014). More recently, this trend can be seen to change (Nair, Demirbag, & Mellahi, 2015;Park & Vertinsky, 2016) to the point where MNCs decisions to enter a new geographical market are also influenced by the opportunity to absorb local knowledge from their subsidiary (McGuinness, Demirbag, & Bandara, 2013). Such transformations compel MNCs to continuously update their knowledge and competencies in order to effectively and efficiently achieve tasks and objectives (Alguezaui & Filieri, 2010).…”

Section: Introductionmentioning

confidence: 99%

Expatriates managers’ cultural intelligence as promoter of knowledge transfer in multinational companies

Vlajčić

Caputo

Marzi

et al. 2019

Journal of Business Research

119

101

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This study analyzes the role of the Cultural Intelligence (CQ) of expatriate managers in the processes of Conventional (CKT) and Reverse Knowledge Transfer (RKT) in in Multinational Companies (MNCs). The Partial Least Squares-Structural Equation Modeling (PLS-SEM) technique was adopted to analyze the data from a survey of 103 senior expatriate managers working in Croatia. The study reveals how CQ, in all of its four dimensions (metacognitive, cognitive, behavioral, and motivational), acts as a knowledge de-codification and codification filter, assisting managers in the Knowledge Transfer process. The study also reveals how previous international experience does not moderate the positive effect of CQ on both CKT and RKT, offering important theoretical and practical insights to support MNCs in the KT process.

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Section: Introductionmentioning

confidence: 99%

Expatriates managers’ cultural intelligence as promoter of knowledge transfer in multinational companies

Vlajčić

Caputo

Marzi

et al. 2019

Journal of Business Research

119

101

View full text Add to dashboard Cite

show abstract

“…Industry used two binary dummy variables, namely, conventional industry and technology industry . Based on Park and Vertinsky (2016), the respondents chose whether their enterprises belonged to a conventional industry or to a technology industry based on their characteristics. If the enterprise belonged to a technology industry, its products or services could be directly classified into different technology industry categories.…”

Section: Sample and Methodologymentioning

confidence: 99%

“Of course, cooperation first”: the effect of subsidiary capability and perception gaps for subsidiary development

Chen

Tsou

2020

MBR

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Purpose This study aims to discuss not only the relationship between performance and cooperation but also discusses whether a subsidiary should prioritize performance above cooperation or whether a subsidiary should prioritize cooperation above performance. In addition, because the headquarters-subsidiary relationship influences the subsidiaries, the perception gaps (PGs) between headquarters and subsidiaries are taken as moderators to explore when there are perception differences between headquarters and subsidiaries and the effect on the relationship between subsidiaries’ cooperation (SCO) and performance (SP). Design/methodology/approach This study obtained the data through a survey of 170 subsidiaries in China; chief executive officer or senior managers were selected as the data collection sources. AMOS analysis was used to address sophisticated data analysis issues. Findings The empirical evidence indicates that subsidiary capabilities have direct impacts on SCO and SP. In addition, SCO and performance have mediating effects. More specifically, SCO has a full mediating effect and SP has a partial mediating effect. For the moderating effects, the PG weakens the effect of SCO on SP. Originality/value This study contributes to the literature on subsidiary capabilities by offering a headquarters-subsidiary relationship model. As both the conceptual and empirical research studies on this topic are still underdeveloped, the study provides fresh insights into collaborative management and offers significant theoretical and managerial implications. Specifically, this study focuses on the impacts that subsidiary capabilities and PG have on cooperation and performance.

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“…Some scholars have conducted in-depth research on the process of cultural differences affecting MNCs' transnational operations. For example, some scholars have studied the role of cultural distance in cross-border knowledge management of MNCs (Magnier-Watanabe et al, 2011;Vaara et al, 2012;Ahammad et al, 2016;Su et al, 2016;Park and Vertinsky, 2016;Qin et al, 2017).…”

Section: The Moderating Effect Of Cultural Distancementioning

confidence: 99%

The moderating effect of cultural distance on the cross-border knowledge management and innovation quality of multinational corporations

Duan

Huang

Cheng

et al. 2020

JKM

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Purpose The key to the success of multinational corporations’ (MNCs) business models is the improvement of their innovation quality. From the cross-border knowledge management perspective, this paper aims to analyze the improvement path of innovation quality of MNCs and construct the functional path of the relationships among the knowledge creation, knowledge application and innovation quality of MNCs in the cross-border knowledge management process, so as to achieve the success of their business models. Based on this, this paper introduces cultural distance to further analyze how such relationships will change with the cultural distance level. Design/methodology/approach Using data from Chinese A-share listed MNCs with production operations located in the Asia-Pacific region from 2014 to 2018, this paper constructs a panel data model to test the mediating effect of knowledge application and the moderating effect of cultural distance on such relationships. Findings This paper obtains the following research findings: knowledge creation and knowledge application each have a significant, inverted U-shaped relationship with innovation quality; knowledge creation has a significantly positive correlation with knowledge application and knowledge application has a partial mediating effect on the relationship between knowledge creation and innovation quality; cultural distance has a moderating effect on such relationships. The specific moderating direction depends on the extent of the knowledge creation and knowledge application. Practical implications The findings are helpful to MNCs’ managers, providing guidance and serve as a reference for them to make strategic decisions on cross-board knowledge management and business models innovation. Originality/value The theoretical contributions are summarized as follows: First, it further enriches and expands the theoretical of knowledge management and innovation quality relationship. Second, it further enriches and expands the theoretical framework of knowledge management. Third, it further enriches the theoretical framework of cross-cultural management.

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Reverse and conventional knowledge transfers in international joint ventures

Cited by 37 publications

References 48 publications

Expatriates managers’ cultural intelligence as promoter of knowledge transfer in multinational companies

Expatriates managers’ cultural intelligence as promoter of knowledge transfer in multinational companies

“Of course, cooperation first”: the effect of subsidiary capability and perception gaps for subsidiary development

The moderating effect of cultural distance on the cross-border knowledge management and innovation quality of multinational corporations

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