Subsidiaries and knowledge creation: the influence of the MNC and host country on innovation

By Paul Almeida, Anupama Phene. 2004

885 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/03eebb08974efee88d6412f096293c179568feee

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Citations in the corpus

Innovation and international business (2017, background): “Thus, concern has increasingly come to be focused on the localization of the knowledge sources of foreign-owned subsidiaries themselves (Almeida 1996; Frost 2001; Almeida and Phene 2004; Phene and Almeida 2008).”
Knowledge spillovers through human mobility across national borders: Evidence from Zhongguancun Science Park in China (2011, background): “Previous studies associate the process of inter-firm knowledge transfer with the density of the population of “knowledge” brokers in a particular industry and/or location (Almeida and Phene, 2004; Audretsch and Lehman, 2005; Bernstein and Mohnen, 1998; Fritsch and Franke, 2004).”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “However, focusing on internal network linkages has allowed the subsidiary to tailor the current practices of other MNC units and to trim back on its efforts to develop external network relationships, and thus, develop new knowledge for the entire MNC.”
Developing new innovation models: Shifts in the innovation landscapes in emerging economies and implications for global R&D management (2009, background): “…played a secondary role in the global innovation landscape, have now begun to catch up in developing their own innovative capabilities and some have emerged as major players in certain technology intensive sectors like mobile communications, electronics and information technology (Mathews, 2002).”
Cross-border Market Co-creation, Dynamic Capabilities and the Entrepreneurial Theory of the Multinational Enterprise (2010, background): “As already noted, for example, 13 MNEs increasingly recognize that each of its (globally distributed) R&D laboratories can be the source of new innovation, and it must organize itself appropriately to capture these potential benefits (Almeida and Anupama, 2004; Kottaridi et al, 2010).”