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We investigate the extent to which headquarters’ perceived knowledge about overseas R&D subsidiaries influences the level of control over them. We confirm that headquarters’ knowledge about its overseas R&D subsidiaries lowers the level of control over them. Surprisingly, however, granting legitimacy to R&D subsidiaries does not necessarily lead to a reduction in headquarters’ control. In addition, R&D subsidiaries’ legitimacy does not influence the effect of headquarters’ knowledge about them on the level of control. Although headquarters’ knowledge about R&D subsidiaries tends to grant them legitimacy, the effect of that legitimacy seems rather minimal. These findings imply that headquarters are reassured when it reduces its control over the subsidiaries based on updated knowledge about their current situations rather than on an already-established positive image of those subsidiaries.

This paper takes stock of past research in international management, zeroing in on the location, organization, and capabilities for innovation in a multinational enterprise. It then reviews current realities and identifies emergent trends of multinational enterprise innovation to outline avenues for future research. It puts forward the need for further exploration of issues, such as emerging markets as an innovation context and emerging multinationals' knowledge creation approaches, as well as the particularities of structuring for open innovation and capabilities for global knowledge sharing.

I discuss Eleanor Westney’s significant contributions to the field of Japanese business studies in four regards. First, her genuine interest in Japan and her deep knowledge of Japan and its language drove her thorough investigation of Japanese business and management. Second, her disciplinary approach to Japanese business and society has added value to the studies of Japanese businesses by linking idiosyncratic phenomena to general sociological perspectives. Third, she played a bridging role, facilitating interactions between the Western and Japanese academic communities. Finally, she has been extremely positive, encouraging, and inspiring to people worldwide working in the field. Westney’s contribution to academia clearly reaches beyond the field of Japanese business studies and extends to the entire field of international business and R&D/innovation management.

In theory, joint ventures do not sound too complicated. There are decisions to be made and contracts to be drawn up of course, but basically they are just about two or more firms pooling their expertise for mutually beneficial effects. What’s more, they are nothing new and hundreds of organizations are forming alliances all the time. So why do they find it so hard to get it right?