The reverse transfer of innovation of foreign subsidiaries of Brazilian multinationals

International Expansion of Colombian Firms: Understanding their emergence in foreign markets

“…Even when compared with the internationalization of other emerging market firms, especially with firms from Brazil (Amann, 2009;Bandeira-de-Mello et al, 2012;Borini et al, 2009;Borini and Fleury, 2011;Casanova, 2009;Fleury, 2009, 2011;Oliveira and Borini, 2012;Silva et al, 2009), Chile (Bianchi, 2014;Sol andKogan, 2009) andMexico (Kunhardt andGutiérrez-Haces, 2013;Lessard and Lucea, 2009;Sargent and Ghaddar, 2001) Colombian companies seem to have differential drivers and capabilities for expansion. Traditional drivers for international expansion, like production surplus and presence in international fairs, do not seem to strongly influence Colombian companies as much as competitiveness of foreign markets, managerial knowledge and a defensive reaction towards competitor movements.…”

“…In the case of Brazilian multinationals, it has been found that seizing internationalization opportunities for these companies has been connected with organizational competences and managerial styles developed by firms while competing in the global industries at the local and international environments (Bandeira-de-Mello et al, 2016;Borini, Fleury and Fleury, 2009;Borini and Fleury, 2011;Fleury and Fleury, 2011). The amount of investment and number of foreign subsidiaries suggest that Brazilian firms focus their foreign activities on advanced markets (Arbix and Caseiro, 2011).…”

Factors affecting reverse knowledge transfer from subsidiaries to multinational companies: Focusing on the transference of local market information

“…Active social interactions facilitate knowledge exchange by enhancing both parties' coordination capabilities (Li, Barner-Rasmussen, & Bjorkman, 2007). Socialization is related to the capability to enhance the sense of closeness and intimacy between units, which logically facilitates their knowledge sharing (Borini, Oliveira, Silveira, & Concer, 2012). In particular, knowledge acquiring firms may learn more easily and move quickly in the case of explicit knowledge learning, but the acquisition of tacit information, such as LMK, is a frustrated and complicated process.…”

Global Innovation in Foreign Subsidiaries: The Impact of Entrepreneurial Orientation and Corporate Networks

“…On the other hand, the innovations of the subsidiary do not always meet the internal demand of the MNC, i.e., it can be a market initiative to solve a specific problem of the external competitive market demand (BIRKINSHAW, 1997;FLEURY;FLEURY;DELANY, 2000;SCHMID et al, 2014). This entails a second course in the development of the global innovation process.…”