Reverse knowledge transfer from subsidiaries to multinational companies: Focusing on factors affecting market knowledge transfer

Jeong, Gap-Yeon; Chae, Myungsu; Park, Byung Il

doi:10.1002/cjas.1366

Cited by 16 publications

(12 citation statements)

References 38 publications

(81 reference statements)

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“…The most cited articles in this cluster focus on the contingent influence of organizational capabilities on proactive strategy (139 citations) (Sharma et al., 2007), commitment and opportunism (131 citations) (Joshi & Stump, 1999), and intellectual capital (88 citations) (Yun & Hyo, 2006). Other notable topics covered in this cluster include dynamic capabilities (Rolland et al., 2009), human resources information management (Rodrigues & Raposo, 2011), innovation and reputational resources (Snoj et al., 2007), knowledge integration (Tsai et al., 2012) and knowledge transfer (Jeong et al., 2017) mechanisms, proactive and responsive market orientation (Petzold et al., 2019), marketing capabilities (Roach et al., 2018), organizational learning capabilities (Mbengue & Sané, 2013), strategic alignment (da Rocha & Bataglia, 2017), and strategic capabilities (Kimosop et al., 2016), among others.…”

Section: Major Themes In Cjasmentioning

confidence: 99%

Canadian Journal of Administrative Sciences: A Retrospective Review Using Bibliometric Analysis

et al. 2022

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This study offers a retrospective review of the Canadian Journal of Administrative Sciences (CJAS). Using bibliometric analysis, we analyze the performance (productivity, impact) and intellectual structure (major themes) of CJAS. We find that CJAS has grown in terms of its publications (productivity) and citations (impact), with a majority of its publications coming from Canada and its content being cited by many high-quality management outlets. We also discover 10 major themes in the intellectual structure of CJAS, which include customer behaviour and organizational strategy; financial and information management; organizational ethics and legitimacy; corporate governance and risk management; organizational behaviour, growth, and development; external environment and organizational responses; organizational capabilities, resources, and performance; leadership and human resource management; international business and operations; and innovation, networks, and technology. Noteworthily, the journal's collaboration network has globally expanded and its thematic diversity has increased over time.

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Section: Major Themes In Cjasmentioning

confidence: 99%

Canadian Journal of Administrative Sciences: A Retrospective Review Using Bibliometric Analysis

et al. 2022

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“…Therefore, we claim that areas of cooperation in a business group are the following: operations and marketing, research and development (R&D; including technological cooperation), human resources (HR), and finance. Moreover, we identify cooperation in knowledge transfer, but it occurs in every area of cooperation in a business group, between the core company and subsidiaries as well as among affiliates (Gupta and Govindarajan, 1986;Phelps and Fuller 2000;Schleimer and Riege 2009;Ho and Wang, 2015;Ishihara and Zolkiewski, 2017;Jeong, Chae, and Park, 2017;Gaur, Ma, and Ge, 2019;Głodowska, Maciejewski, and Wach 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

How Firms Cooperate in Business Groups? Evidence from Poland

Mierzejewska¹,

Dziurski²

2021

CEMJ

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Purpose: The study aims to identify the main directions of intragroup cooperation, along with crucial areas of cooperation in business groups, and develops theoretical models of cooperation in a business group. Methodology: The qualitative approach is applied in the study that is based on the cross-case analysis of four business groups operating in Poland. Findings: Results indicate that business groups cooperate mainly vertically (cooperation between the core company and affiliates) in operations. Horizontal (among affiliates) and vertical cooperation in other areas – marketing, R&D, finance, and human resources – are not so intense. The study enables us to propose a theoretical framework of cooperation models in business groups based on two dimensions – the direction of cooperation and the number of cooperation areas. It leads to the identification of four models: two-sided loose cooperation, two-sided tight cooperation, multi-sided loose cooperation, and multi-sided tight cooperation. Implications: Identification of main directions of cooperation in business groups, along with areas of cooperation have implications for both researchers and managers. Findings of the study and the theoretical framework of cooperation models in business groups can be used as a basis for the further theoretical exploration of the organization and functioning of business groups in the economy and a strategic decision guideline for managers. Originality: The literature focuses mainly on the interorganizational cooperation between dispersedly owned standalone entities. Studies on intraorganizational cooperation in business groups are limited. The study aims to provide a better understanding of cooperation between entities in business groups.

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“…Marketing knowledge reflects the understandings of firms’ competitors and customers (De Luca and Atuahene-Gima, 2007). The extent to which receivers absorb marketing knowledge is dependent upon daily routines (Jeong et al , 2017). Managerial knowledge refers to the managerial know-how that helps firms perform well in various managerial tasks (Park, 2010).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Organizational unlearning and knowledge transfer in cross-border M&As: the mediating role of knowledge integration from a routine-based view

Xi¹,

Wang²,

Zhu³

2020

JKM

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Purpose This paper aims to explore the relationships between organizational unlearning and knowledge transfer in cross-border mergers and acquisitions (M&As) from a routine-based view. The study also stresses the mediating role that knowledge integration capability plays in this relationship. Design/methodology/approach In all, 178 samples were collected from Chinese multinational corporations that experienced cross-border M&As. In addition, the bootstrap method was used to test the mediating role of knowledge integration capability. Findings The empirical results indicate that knowledge integration capability is the crucial link between organizational unlearning and knowledge transfer. Specifically, this capability goes beyond the direct effect of organizational unlearning on knowledge transfer and points to the importance of enhancing knowledge integration capability. In turn, knowledge integration capability has a significant influence on knowledge transfer. The study finds that knowledge integration capability mediates the relationship between organizational unlearning and knowledge transfer. Originality/value This study adopts a routine-based view to develop a theoretical model for examining the relationship between organizational unlearning, knowledge integration capability and knowledge transfer in the context of cross-border M&As. This model provides new insights for a routine-based understanding of the important mediating role of knowledge integration capability for knowledge transfer and the effects of this role on the specific knowledge transfer, i.e. technological, marketing and managerial knowledge.

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Reverse knowledge transfer from subsidiaries to multinational companies: Focusing on factors affecting market knowledge transfer

Cited by 16 publications

References 38 publications

Canadian Journal of Administrative Sciences: A Retrospective Review Using Bibliometric Analysis

Canadian Journal of Administrative Sciences: A Retrospective Review Using Bibliometric Analysis

How Firms Cooperate in Business Groups? Evidence from Poland

Organizational unlearning and knowledge transfer in cross-border M&As: the mediating role of knowledge integration from a routine-based view

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