背景在知识流动中的作用:东道国与总部作为跨国公司附属知识继承的来源

IF 5.7 2区 管理学 Q1 BUSINESS
Mike Horia Mihail Teodorescu, Prithwiraj Choudhury, Tarun Khanna
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引用次数: 1

摘要

我们回应战略和国际商业文献中的呼吁,阐明跨国子公司如何在东道国发展情境智能,以及它们如何利用当地情境作为宝贵学习机会的来源。本文运用子公司吸收能力的理论视角,在引力模型的基础上,提出了一种能够区分和比较东道国背景和总部对子公司知识生产影响的方法。一些子公司可能成为全球第二总部和创新中心,这在论文中以思科为例进行了定性证明。基本上,以知识储备较高和当地雇用雇员人数较多为特点的子公司可能从当地东道国的情况中吸收相对较多的知识。跨国公司的管理者必须仔细平衡从总部获取知识与从公司设有子公司的国家的当地环境中获取知识之间的关系。与“以总部为中心”的方法相反,大多数知识管理活动都以跨国公司总部为中心,我们认为,规模较大的子公司通常以大量当地研发人员为特征,可能会不成比例地从当地环境中汲取知识,而不是从总部汲取知识。除了沿着这些思路提出理论命题外,我们还提供了一个说明思科如何在印度开设“第二总部”的例子,以借鉴丰富的当地背景。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance

Research Summary

We respond to calls in the strategy and international business literature for elucidating how multinational subsidiaries develop contextual intelligence in host countries and how they use the local context as a source of valuable opportunities for learning. Applying the theoretical lens of subsidiary absorptive capacity and building on a gravity model, we propose an approach that can distinguish and compare the influences of the host country context and headquarters over the subsidiary knowledge production. Some subsidiaries may become global second headquarters and innovation hubs, as evidenced qualitatively in the paper with the case of Cisco. Essentially, subsidiaries, characterized by higher stocks of knowledge and greater number of locally hired employees are likely to absorb relatively more knowledge from the local host country context.

Managerial Summary

Managers at multinational companies have to carefully balance acquiring knowledge from the headquarters, vis-a-vis acquiring knowledge from the local context of countries where the firm has subsidiaries. In contrast to a “headquarter-centric” approach where most of the knowledge management activities are centered around the MNC headquarters, we argue that larger subsidiaries, often characterized by a large presence of local R&D workers, might disproportionately draw knowledge from the local context, rather than from the headquarters. In addition to developing theoretical propositions along these lines, we provide an illustrative example of how Cisco opened a “second headquarters” in India, to learn from the rich local context.

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来源期刊
CiteScore
14.20
自引率
11.80%
发文量
46
期刊介绍: The Global Strategy Journal is a premier platform dedicated to publishing highly influential managerially-oriented global strategy research worldwide. Covering themes such as international and global strategy, assembling the global enterprise, and strategic management, GSJ plays a vital role in advancing our understanding of global business dynamics.
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