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The interplay of networking activities and internal knowledge actions for subsidiary influence within MNCs
University of Leeds.
University of Manchester.
Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation. (IEO)ORCID iD: 0000-0003-4425-9367
2014 (English)In: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 49, no 1, p. 122-131Article in journal (Refereed) Published
Abstract [en]

Knowledge-based and network-based activities are known determinants of foreign subsidiary influence. We demonstrate that the interaction between these factors is essential in understanding how subsidiaries gain influence within an MNC. We test this using data on 184 foreign-owned subsidiaries in the UK. The results indicate that the possession of strategic resources (knowledge or embedded relations) increases subsidiary influence only when the knowledge is transferred back to headquarters. Importantly, the impact of subsidiary-headquarters embeddedness, external embeddedness and knowledge development on influence is mediated by the extent of reverse knowledge transfer. This mediating role sheds new light on the antecedents to subsidiary influence. © 2013 Elsevier Inc.

Place, publisher, year, edition, pages
2014. Vol. 49, no 1, p. 122-131
Keywords [en]
Embeddedness, Influence, Knowledge development, Knowledge-intensive business services (KIBS), Reverse knowledge transfer (RKT)
National Category
Economics and Business Business Administration
Research subject
Industrial Economics and Organisations
Identifiers
URN: urn:nbn:se:mdh:diva-18669DOI: 10.1016/j.jwb.2013.02.004ISI: 000329275700012Scopus ID: 2-s2.0-84888027879OAI: oai:DiVA.org:mdh-18669DiVA, id: diva2:613467
Available from: 2013-03-28 Created: 2013-03-28 Last updated: 2017-12-06Bibliographically approved

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Andersson, Ulf

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