Organizational Characteristics and Reverse Technology Transfer1

By Lars Håkanson, Robert Nobel. 2001

249 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/bcc3bc4335ab97a73e763ac719ec9c7aa9893ca6

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Citations in the corpus

Internal Versus External Knowledge Sourcing Of Subsidiaries - An Organizational Trade-Off (2003, background): “The new subsidiary will be internally distant at the time of take-over, but will, over time, be integrated (Rosenzweig and Singh, 1991; Håkanson & Nobel, 2001).”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “Furthermore, Håkanson and Nobel (2001) show how strong intraorganizational relationships induce innovations in foreign R&D units, although dedicated integration efforts are needed to ensure the dissemination of technologies back to the parent company.”
Parent Company Benefits from Reverse Knowledge Transfer: The Role of the Liability of Newness in MNEs (2011, methodology): “Furthermore, entry modes (Frost, 2001; Håkanson & Nobel, 2001) and the use of socialization mechanisms (Galbraith, 1990; Gupta & Govindarajan, 2000; Noorderhaven & Harzing, 2009; Rothwell, 1978) have been found to be related to subsidiary local embeddedness and subsidiary integration within the…”
A Typology of Reverse Innovation (2015, background): “These trends and their underlying drivers have been well documented and explained by scholars in a number of supporting disciplines, for instance Hedlund (1986), Ghoshal and Nohria (1989), and Gupta and Table 1.”
Added Psychic Distance Stimuli and MNE Performance: Performance Effects of Added Cultural, Governance, Geographic, and Economic Distance in MNEs' International Expansion (2014, unknown): “…has been used in research on entry mode choices (e.g. Kogut and Singh, 1988), characteristics and performance of international joint ventures (e.g. Håkanson and Nobel, 2001), foreign market selection (Benito and Gripsrud, 1992), capability transfer (Bjorkman et al., 2007), subsidiary performance…”
Learning from foreign subsidiaries: An empirical investigation of headquarters' benefits from reverse knowledge transfers (2006, methodology): “Subsidiaries tap domestic sources of knowledge which have to be diffused and exploited within the MNC (Foss & Pedersen, 2002; Hakanson & Nobel, 2001) in order to sustain a competitive advantage.”
A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework (2006, background): “, 1997); the level of embeddedness and integration between host companies and affiliates decreased (Hakanson and Nobel, 2001); the degree of personal”
Knowledge-sharing and social interaction within MNEs (2009, result): “This finding, pertaining to both characteristics of the knowledge transferred and characteristics of the relationship between the focal units, echoes the findings of an earlier study by Hansen (2002), who found that direct relationships (distinguished from indirect relationships) between units were ”
The effect of cultural distance on entry mode choice, international diversification, and MNE performance: a meta-analysis (2005, background): “MNEs may also realize innovation-related performance benefits in culturally distant markets by locating their foreign subsidiaries in advanced R&D environments (Birkinshaw, 1997; Håkanson and Nobel, 2001).”
Back to basics: Behavioral theory and internationalization (2020, background): “…becoming embedded in its network of customers and suppliers, its competence development and the transfer of such competences which are likely to become a source of competitive advantage for the MNE (Andersson et al., 2001; Dhanaraj, Lyles, Steensma, & Tihanyi, 2004; Håkanson & Nobel, 2001).”