Does knowledge sharing pay? A multinational subsidiary perspective on knowledge outflows

Abstract

This empirical study explores knowledge outflows from MNE subsidiaries and its impact on subsidiary performance. We develop hypotheses derived from literature on MNE knowledge flows integrated with an organizational economics perspective on knowledge-creating MNE subsidiaries. The hypotheses are tested using a simultaneous equation model applied to a unique data set encompassing a German MNE, HeidelbergCement. Enablers and impediments of knowledge outflows are assessed to explain why subsidiary managers share their knowledge with other MNE units. Our findings suggest that knowledge outflows increase a subsidiary's performance only up to a certain point and that too much knowledge sharing is detrimental to the contributing subsidiary's performance.

Citation

Mahnke, V., Pedersen, T. and Venzin, M. (2009), "Does knowledge sharing pay? A multinational subsidiary perspective on knowledge outflows", Cheng, J.L.C., Maitland, E. and Nicholas, S. (Ed.) Managing, Subsidiary Dynamics: Headquarters Role, Capability Development, and China Strategy (Advances in International Management, Vol. 22), Emerald Group Publishing Limited, Leeds, pp. 123-149. https://doi.org/10.1108/S1571-5027(2009)0000022010