Knowledge transfer to the subsidiaries operating in overseas

Industrial Management and Data Systems - Tập 110 Số 4 - Trang 516-531 - 2010
JoséMartins1, NelsonAntónio2
1Management Division, ISCAL (Instituto Superior de Contabilidade e Administração de Lisboa), Lisboa, Portugal
2Department of Management, ISCTE (Instituto Superior de Ciências do Trabalho e da Empresa), Lisboa, Portugal

Tóm tắt

PurposeThe purpose of this paper is to provide information for the companies that pretend to transfer knowledge to their subsidiaries situated in an least developed country (LDC), because of the local operative specificity which is influenced by three analytical dimensions: first, the multinational enterprise's (MNE) ability to transfer knowledge; second, the climate of cooperation between the MNE and its subsidiary; and third, the subsidiary's absorptive capacity.Design/methodology/approachThe present case study deals with three companies with subsidiaries in Mozambique which develop activities in the industrial sector, where the procedures of the analysis of contents are applied in order to answer the research questions.FindingsThe results show that the transferred knowledge must be directed at the operational needs felt locally. It must be avoided that the receiver believes the transferred knowledge is imposed by the transmitter, in order for it to be used as an asset in the production of new products, but without reproducing the MNE headquarters' business model because of the specific local context.Research limitations/implicationsThe case study method does not allow the results to be generalized, but it permits the investigation of a combination of problems of the phenomenon thus contributing to its better understanding.Originality/valueThe results obtained contribute to a better understanding and greater efficiency of the process of knowledge transfer to the subsidiaries situated in an LDC, taking into consideration the particular characteristics of the local market and the local absorptive capacity.

Từ khóa


Tài liệu tham khảo

Argote, L., Beckman, S. and Epple, D. (1990), “The persistence and transfer of learning in industrial settings”, Management Science, Vol. 36 No. 2, pp. 140‐54.

Bhagat, R., Kedia, B. and Triandis, H. (2002), “Cultural variation in the cross‐border transfer of organizational knowledge: an integrative framework”, Academy of Management Review, Vol. 27 No. 2, pp. 204‐21.

Cohen, W. and Levinthal, D. (1990), “Absorptive capacity: a new perspective of learning and innovation”, Administrative Science Quarterley, Vol. 35 No. 1, pp. 128‐52.

Downes, M. and Thomas, A. (2000), “Knowledge transfer through expatriation: the U‐curve approach to overseas staffing”, Journal of Managerial Issues, Vol. 12 No. 2, pp. 131‐49.

Dyer, J. and Singh, H. (1998), “The relational view: cooperative strategy and sources of interorganizational competitive advantage”, Academy of Management Review, Vol. 23 No. 4, pp. 660‐79.

Gapp, R. (2002), “The influence the system of profound knowledge has on the development of leadership and management within an organization”, Managerial Auditing Journal, Vol. 17 No. 6, pp. 338‐42.

Ghoshal, S. and Bartlett, C. (1990), “The multinational corporation as an inter‐organizational network”, Academy of Management Review, Vol. 15 No. 4, pp. 603‐25.

Gupta, A. and Govindarajan, V. (1991), “Knowledge flows and the structure of control within multinational corporations”, Academy of Management Review, Vol. 16 No. 4, pp. 768‐92.

Hsu, L.‐L. (2006), “The impact of industrial characteristics and organizational climate on KMS and BIP‐Taiwan bioscience industry”, Journal of Computer Information Systems, Vol. 46 No. 4, pp. 8‐17.

Jansen, J., van den Bosch, F. and Volberda, H. (2005), “Managing potential and realized absorptive capacity: how do organizational antecedents matter?”, Academy of Management Journal, Vol. 48 No. 6, pp. 999‐1015.

Kale, P., Singh, H. and Perlmutter, H. (2000), “Learning and protection of proprietary assets in strategic alliances: building relational capital”, Strategic Management Journal, Vol. 21 No. 3, pp. 217‐37.

Kotabe, M., Dunlap‐Hinkler, D., Parente, R. and Mishra, H. (2007), “Determinants of cross‐national knowledge transfer and its effect on firm innovation”, Journal of International Business Studies, Vol. 38 No. 2, pp. 259‐82.

Lane, P. and Lubatkin, M. (1998), “Relative absorptive capacity and interorganizational learning”, Strategic Management Journal, Vol. 19 No. 5, pp. 461‐77.

Lane, P., Salk, J. and Lyles, M. (2001), “Absorptive capacity, learning and performance in international joint ventures”, Strategic Management Journal, Vol. 22 No. 12, pp. 1139‐61.

Leonard‐Barton, D. and Sensiper, S. (1998), “The role of tacit knowledge in group innovation”, California Management Review, Vol. 40 No. 3, pp. 112‐32.

Levin, D. and Cross, R. (2004), “The strength of weak ties you can trust: the mediating role of trust in effective knowledge transfer”, Management Science, Vol. 50 No. 11, pp. 1477‐90.

Liebowitz, J. (2004), “A knowledge management strategy for the Jason organization: a case study”, Journal of Computer Information Systems, Vol. 44 No. 2, pp. 1‐5.

Lin, C., Tan, B. and Chang, S. (2002), “The critical factors for technology absorptive capacity”, Industrial Management & Data Systems, Vol. 102 No. 6, pp. 300‐8.

Lin, C.‐Y., Kuo, T.‐H., Kuo, Y.‐K., Ho, L.‐A. and Kuo, Y.‐L. (2008), “The KM chain: empirical study of the vital knowledge sourcing links”, Journal of Computer Information Systems, Vol. 48 No. 2, pp. 91‐9.

Menon, T. and Pfeffer, J. (2003), “Valuing internal versus external knowledge”, Management Science, Vol. 49 No. 4, pp. 497‐513.

Motwani, J., Sower, V. and Roosenfeldt, M. (1993), “Adapting Deming's philosophy: an evaluative model”, Industrial Management & Data Systems, Vol. 93 No. 8, pp. 3‐8.

Nonaka, I. (1994), “A dynamic theory of organizational knowledge”, Organization Science, Vol. 5 No. 1, pp. 14‐37.

Nonaka, I. and Takeuchi, H. (1995), The Knowledge‐Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, Oxford.

Nonaka, I., Toyama, R. and Konno, N. (2001), “SECI, Ba and leadership: a unified model of dynamic knowledge creation”, in Nonaka, I. and Teece, D. (Eds), Managing Industrial Knowledge: Creation, Transfer and Utilization, Sage, London, pp. 13‐43.

Palanisamy, R. (2008), “Organizational culture and knowledge management in ERP implementation: an empirical study”, Journal of Computer Information Systems, Vol. 48 No. 2, pp. 100‐20.

Polanyi, M. (1966), The Tacit Dimension, Routledge and Kegan Paul, London.

Riusala, K. and Suutari, V. (2004), “International knowledge transfers through expatriates”, Thunderbird International Business Review, Vol. 46 No. 6, pp. 743‐70.

Saad, M., Cicmil, S. and Greenwood, M. (2002), “Technology transfer projects in developing countries: furthering the project management perspectives”, International Journal of Project Management, Vol. 20 No. 8, pp. 617‐25.

Subramaniam, M. and Venkatraman, N. (2001), “Determinants of transnational new product development capability: testing the influence of transferring and deploying tacit overseas knowledge”, Strategic Management Journal, Vol. 22 No. 4, pp. 359‐78.

Szulanski, G. (2000), “The process of knowledge transfer: a diachronic analysis of stickiness”, Organizational Behavior and Human Decision Process, Vol. 82 No. 1, pp. 9‐27.

Tsang, E. (2002), “Acquiring knowledge by foreign partners from international joint ventures in a transitional economy: learning‐by‐doing and learning myopia”, Strategic Management Journal, Vol. 23 No. 9, pp. 835‐54.

Wang, W., Hsieh, J., Butler, J. and Hsu, S.‐H. (2008), “Innovative with complex information technologies: a theoretical model and empirical examination”, Journal of Computer Information Systems, Vol. 49 No. 1, pp. 27‐36.

Yin, R. (1994), Case Study Research: Design and Methods, Sage, London.