Learning from foreign subsidiaries: An empirical investigation of headquarters' benefits from reverse knowledge transfers

By Tina C. Ambos, Björn Ambos, Bodo B. Schlegelmilch. 2006

506 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/818ef59f13e5465f8efe1e3c98fc71e49f44ccba

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Grazia D. Santangelo
2. Axèle Giroud
3. J. Scott‐Kennel
4. Katherine Xin
5. Bjoern Jindra
6. K. Meyer
7. Rüdiger Hahn
8. N. Saini

In Strategy and Management

1. Grazia D. Santangelo
2. J. Scott‐Kennel
3. Axèle Giroud
4. Rüdiger Hahn
5. Bjoern Jindra
6. Katherine Xin
7. L. Rabbiosi
8. K. Meyer

Citations in the corpus

• Subsidiary roles, vertical linkages and economic development: Lessons from transition economies (2009, background): “…many subsidiaries acquire strategic independence in certain aspects of their operations (e.g., R&D activities) (Mudambi & Navarra, 2004), or benefit from enhanced strategic roles (see Ambos et al., 2006; Andersson & Forsgren, 2000; Birkinshaw, Hood, & Johnson, 1998; Mudambi & Navarra, 2004).”
• Determinants of FDI in developed and developing countries: a quantitative analysis using GMM (2018, background): “It is a channel that promotes growth by technology transmission from parent firm of a multinational corporation to its subsidiary abroad (Findlay, 1978; Das, 1987; Wang and Blomstrom, 1992; Ambos et al., 2006; Behera et al., 2012; Xu et al., 2014).”
• Conventional and Reverse Knowledge Flows in Multinational Corporations† (2008, unknown): “However, not every knowledge transfer will equally benefit the receiver (Ambos et al., 2006).”
• Parent Company Benefits from Reverse Knowledge Transfer: The Role of the Liability of Newness in MNEs (2011, methodology): “…Ambos et al., 2006; Björkman, Barner-Rasmussen, & Li, 2004; Haas & Hansen, 2005), and different entry modes (Frost & Zhou, 2005; Yang et al., 2008), as well as technological, organizational, and cultural distance (Ambos et al., 2006; Håkanson & Nobel, 2001; Sunaoshi, Kotabe, & Murray, 2005).”
• Sustainable Supply Chain Management in "Base of the Pyramid" Food Projects - A Path to Triple Bottom Line Approaches for Multinationals? (2013, background): “Additionally, MNCs without prior experience in the field might fail to generate benefits from subsidiary knowledge since they prove to be unable to comprehend and use this knowledge (Ambos et al., 2006).”