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Subsidiary Capability Development and Its Reverse Knowledge Transfer: A Microfoundation Perspective
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DOI：10.1002/kpm.70003.png)
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Abstract
En 中文
The international business literature has highlighted the role of subsidiaries in the generation of new knowledge, but we still lack an understanding of the individual-level initiatives that enable the processes of local knowledge acquisition, subsidiary capability development, and reverse knowledge transfer. Thus, including a microfoundation perspective, this research investigates whether the manager's individual absorptive capacity benefits local knowledge acquisition, whether the manager's bricolage behavior influences subsidiary capability development, and whether the local manager's knowledge influence can contribute to the reverse knowledge transfer of the capability developed by the subsidiary. Following a quantitative approach, a model with five hypotheses was tested using the structural equation modeling technique with data collected from 127 subsidiary managers. As a theoretical contribution, this study fills a gap in the literature by focusing on individual-level initiatives that subsidiary managers can have to promote knowledge management in terms of local knowledge acquisition, subsidiary organizational capability development, and reverse knowledge transfer of subsidiary capabilities. As a managerial contribution, a framework is provided to better guide managers regarding their individual roles in the development and knowledge management of organizational capabilities, according to the roles played by the subsidiary for the multinational corporation.
Keywords:
bricolage behavior
individual absorptive capacity
manager knowledge influence
reverse knowledge transfer
subsidiary capability development
subsidiary knowledge management
Journal
K
IF:
1.7
Papers:
118
Citations:
0