Reverse knowledge transfer from subsidiaries to MNCs in Korea: Size matters

Kum Sik Oh, John R. Anchor, Gap Yeon Jeong

Research output: Contribution to journalArticle


This paper attempts to identify the effects of knowledge transfer capacity and relational capital on the reverse transfer of local market information from subsidiaries within MNC networks. In particular, we try to examine the different influences of those determinants in organisations of different sizes. By using Spearman rank order correlation coefficients, we find that the key drivers for large subsidiaries are knowledge development capability, subsidiary autonomy and trust between subsidiaries and MNCs. The key drivers for medium-size firms are subsidiary willingness, trust and organisational distance. In the case of small firms, reverse knowledge transfer is driven by knowledge development capability, subsidiary autonomy and socialisation mechanisms. We believe that these findings offer valuable implications for both MNC managers and also for theory.
Original languageEnglish
Pages (from-to)179-203
Number of pages25
JournalInternational Journal of Multinational Corporation Strategy
Issue number3/4
Early online date23 Dec 2016
Publication statusPublished - 2016


Cite this