Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness
By Fariza Achcaoucaou, Paloma Miravitlles, Fidel León-Darder. 2014
145 citations recorded by the source corpus.
Sharing knowledge across borders has proven to be especially relevant to multinational corporations (MNCs). Foreign subsidiaries have become active players in these knowledge flows. However, the network effects of interacting with multiple agents on the evolution of the RD otherwise, a subsidiary may gravitate away from upgrading its R&D role. Thus, the contribution of this paper is to present a dynamic model that sheds light on how internal and external knowledge embeddedness interact in generating outcomes for subsidiary R&D roles.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/722803d2f64dcc77ecad3aca71278aa0c499e63b
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In Strategy and Management
Citations in the corpus
- Exploring the paradox of competence‐creating subsidiaries : balancing bandwidth and dispersion in MNEs (2014, unknown): “Complex, networked MNEs may strive for simultaneous dual embeddedness of its subsidiaries, but this is not always the case (Achcaoucaou et al. 2013, Figueiredo 2011).”
- How MNC's subsidiaries may improve their innovative performance? The role of external sources and knowledge management capabilities (2017, background): “Furthermore, it has been included other two dummy variables, the first one to control for the industry to which subsidiary belonged (1= retail and service sector, 0= manufacturing sector); the second one to control for the role of subsidiary (1= competence creating, 0= competence exploiting), becaus”