Reverse knowledge transfer and subsidiary power

The varying roles of governance mechanisms on ex-post transaction costs and relationship commitment in buyer-supplier relationships

“…A likelihood of common method variance exists in the research when all the constructs are measured using the same survey (Podsakoff et al, 2003;Najafi-Tavani et al, 2015). Therefore, in order to measure and control for potential effect of common method bias, ex-ante and ex-post strategies were followed (Chang et al, 2010).…”

“…Furthermore, multivariate normal data is not required in PLS-SEM modeling (Chin, 1998). Therefore, growing number of recent industrial marketing and management studies employed PLS-SEM because of its dynamic attributes (e.g., Kohtamäki et al, 2012;Khalid & Ali, 2017;Zaefarian et al, 2017;Najafi-Tavani et al, 2015;Mitrega et al, 2017).…”

Power, CSR strategy, and performance in foreign‐owned subsidiaries

“…This entails for instance that the subsidiary needs to decide if it follows a CSR strategy that focuses on international or local issues (Arenas & Ayuso, 2016;Husted & Allen, 2006). The importance of subsidiary power base has been investigated in previous research that focused mainly on the determinants of subsidiary power within the MNE network (Mudambi, Pedersen, & Andersson, 2014;Najafi-Tavani, Giroud, & Andersson, 2014;Najafi-Tavani, Zaefarian, Naudé, & Giroud, 2015). However, the outcome of subsidiary power has so far rarely been investigated (a notable exception is Ciabuschi, Holm, & Martín, 2014), and not yet in a CSR context.…”

“…On the other hand, the resource dependency perspective is somewhat more popular in the international business literature (Mudambi et al, 2014). Its focus has been predominantly on how subsidiaries gain power within the multinational network, such as through knowledge transfer for instance (see for instance Najafi-Tavani et al, 2014;Najafi-Tavani et al, 2015;Oh & Anchor, 2017). However, how this power base affects subsidiary strategy, and in particular non-market strategies such as CSR, has so far received little attention.…”

Estratégias de offshoring em empresas multinacionais

“…Contudo, veja que se a subsidiária não tem alta inserção, é diminuída a possibilidade de desenvolver uma inovação diferenciada que mereça a atenção da matriz e seja reversa (Andersson, Dellestrand, & Pedersen, 2014;Andersson et al, 2002;Borini et al, 2016). Por outro lado, se a subsidiária se integra mais com a matriz ela tem mais chances de conquistar posições de centros de excelência pela competição interna, mas suas inovações tendem a ser menos diferenciadas (Ambos, Andersson, & Birkinshaw, 2010;Bouquet & Birkinshaw, 2008b;Mudambi, Pedersen, & Andersson, 2014;Najafi-Tavani, Zaefarian, Naudé, & Giroud, 2015 Infelizmente, as questões do estudo 1 não permitiam abordar esse tipo de offshoring, por isso utilizei os dados do estudo 2, que se trata de um outro survey com subsidiárias estrangeiras.…”