Influence of subsidiary business networks on the performance of inter-subsidiary innovation transfer in MNCs

Reshaping the Boundaries of the Firm in an Era of Global Interdependence

ISBN: 978-0-85724-087-3, eISBN: 978-0-85724-088-0

ISSN: 1745-8862

Publication date: 12 November 2010

Abstract

Value of paper – The empirical evidence highlights the significance of dyadic willingness to both transfer efficiency and effectiveness. Its influence to transfer performance exceeds that of dyadic similarity or previous collaboration experience. The result provides useful managerial implications to MNCs headquarters and subsidiaries. The lack of previous collaboration experience or technical similarity may pose the down side for innovation transfer between subsidiaries. But that should not put off the initiatives to conduct innovation transfers. Such problem could be effectively remedied by strong willingness between the dyad. The resources and support that subsidiaries receive could counteract the hurdle of dissimilarity and unfamiliarity.

Citation

Hsin-Ju Tsai, S. and Yamin, M. (2010), "Influence of subsidiary business networks on the performance of inter-subsidiary innovation transfer in MNCs", Pla-Barber, J. and Alegre, J. (Ed.) Reshaping the Boundaries of the Firm in an Era of Global Interdependence (Progress in International Business Research, Vol. 5), Emerald Group Publishing Limited, Bingley, pp. 197-220. https://doi.org/10.1108/S1745-8862(2010)0000005013

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Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

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