TY  - CHAP
AB  - Few studies have explored how multinational firms (MNCs) use their experience when expanding abroad. According to the “knowledge projection” model of the MNC, appropriately disseminating industry experience, country experience and mode experience can a priori increase the chances of success of new subsidiaries. However, with inconsistent findings, prior research is of limited assistance in understanding this relationship. We argue that this situation can be explained by a focus on firm’s potential for experience accumulation, rather than on the actual transfer of experience. Deploying expatriate managers enable MNCs to apply organizational experience in foreign markets. It should also have an impact on foreign subsidiary’s chances of success and survival. Therefore, this paper examines how the use of expatriates to transfer experience can affect subsidiary survival.
VL  - 16
SN  - 978-1-84950-285-6, 978-0-76231-126-2/1571-5027
DO  - 10.1016/S0747-7929(04)16011-3
UR  - https://doi.org/10.1016/S0747-7929(04)16011-3
AU  - Very Philippe
AU  - Hébert Louis
AU  - Beamish Paul W
ED  - Michael A. Hitt
ED  - Joseph L.C. Cheng
PY  - 2004
Y1  - 2004/01/01
TI  - EXPLORING THE LIMITATIONS OF THE KNOWLEDGE PROJECTION MODEL IN MNCS: THE IMPACT OF EXPATRIATE MANAGERS ON SUBSIDIARY SURVIVAL
T2  - Theories of the Multinational Enterprise: Diversity, Complexity and Relevance
T3  - Advances in International Management
PB  - Emerald Group Publishing Limited
SP  - 223
EP  - 254
Y2  - 2024/09/23
ER  -