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

Abstract

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.
LanguageEnglish
Pages179-203
Number of pages25
JournalInternational Journal of Multinational Corporation Strategy
Volume1
Issue number3/4
Early online date23 Dec 2016
DOIs
Publication statusPublished - 2016

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Subsidiaries
Korea
Knowledge transfer
Knowledge development
Subsidiary autonomy
Willingness
Correlation coefficient
Relational capital
Firm size
Managers
Small firms
Market information
Local markets
Socialization

Cite this

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title = "Reverse knowledge transfer from subsidiaries to MNCs in Korea: Size matters",
abstract = "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.",
keywords = "Multinational corporations, MNCs, Reverse knowledge transfer, RKT, Local market information, LMI, Knowledge transfer capacity, KTC, Relational capital, MNC subsidiaries, South Korea, Local markets, Knowledge development capability, Subsidiary autonomy, Trust, Subsidiary willingness, Organisational distanc, Socialisation",
author = "Oh, {Kum Sik} and Anchor, {John R.} and Jeong, {Gap Yeon}",
year = "2016",
doi = "10.1504/IJMCS.2016.081126",
language = "English",
volume = "1",
pages = "179--203",
journal = "International Journal of Multinational Corporation Strategy",
issn = "2059-1047",
publisher = "Inderscience",
number = "3/4",

}

Reverse knowledge transfer from subsidiaries to MNCs in Korea : Size matters. / Oh, Kum Sik; Anchor, John R.; Jeong, Gap Yeon.

In: International Journal of Multinational Corporation Strategy, Vol. 1, No. 3/4, 2016, p. 179-203.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Reverse knowledge transfer from subsidiaries to MNCs in Korea

T2 - International Journal of Multinational Corporation Strategy

AU - Oh, Kum Sik

AU - Anchor, John R.

AU - Jeong, Gap Yeon

PY - 2016

Y1 - 2016

N2 - 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.

AB - 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.

KW - Multinational corporations

KW - MNCs

KW - Reverse knowledge transfer

KW - RKT

KW - Local market information

KW - LMI

KW - Knowledge transfer capacity

KW - KTC

KW - Relational capital

KW - MNC subsidiaries

KW - South Korea

KW - Local markets

KW - Knowledge development capability

KW - Subsidiary autonomy

KW - Trust

KW - Subsidiary willingness

KW - Organisational distanc

KW - Socialisation

U2 - 10.1504/IJMCS.2016.081126

DO - 10.1504/IJMCS.2016.081126

M3 - Article

VL - 1

SP - 179

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JO - International Journal of Multinational Corporation Strategy

JF - International Journal of Multinational Corporation Strategy

SN - 2059-1047

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