Managing subsidiary knowledge creation: The effect of control mechanisms on subsidiary local embeddedness

By Ulf R. Andersson, Ingmar Björkman, M. Forsgren. 2005

346 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/87e2dfa0be4175a0f32694619e2ad4e227cf43be

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In Economics and Econometrics

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

30 Years of foreign direct investment to China: An interdisciplinary literature review (2010, background): “…investors take higher risks in investing in a market that is in institutional transition and largely unknown to them (Peng, 2003; Shan, 1991), they establish themselves in the market and get integrated into local business and government networks (Johanson and Vahlne, 2009; Andersson et al., 2005).”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “A study by Andersson, Björkman, and Forsgren (2005) investigates the relationships between interorganizational networks, subsidiary knowledge creation, and control.”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “In this respect, Andersson et al. (2005) have shown the degree of local embeddedness to be an important indicator of a subsidiary’s ability to create new knowledge, while Andersson et al. (2002) have empirically demonstrated that high external embeddedness can be correlated with an assignment of…”
Subsidiary Strategy: The Embeddedness Component (2009, neutral): “The model presented here also acknowledges the critical relationship between headquarters and subsidiary (Taggart, 1999; Andersson et al., 2005), by including it as a triggering element.”
Connecting local entrepreneurial ecosystems to global innovation networks: open innovation, double networks and knowledge integration (2011, methodology): “Andersson et al. (2007) use the label federative MNC to suggest the perpetual bargaining process between headquarters and subsidiaries.”
The multinational enterprise as a source of international knowledge flows: Direct evidence from Italy (2010, background): “Determinants of technology transfer within the firm (Figure 1) Recent conceptual and empirical analysis suggests that the nature of the knowledge flows between parent and affiliate depend on the strategic position of the subsidiary and its relative performance (Andersson et al 2001, 2005, 2007).”