Acquiring Knowledge by Foreign Partners from International Joint Ventures in a Transition Economy: Learning-by-Doing and Learning Myopia

By Eric W. K. Tsang. 2002

598 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c2ecc5d44e0de8fe5f7d33cef7a63c9611b1f87d

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Citations in the corpus

Performance of International Joint Ventures: What Factors Really Make a Difference and How? (2009, background): “What’s more, a greater perceived importance of the IJV to a partner can also enhance its psychological commitment (Isobe et al., 2000; Tsang, 2002), which is also good for IJV performance, as we discussed in the commitment section.”
The Role of Formative Measurement Models in Strategic Management Research: Review, Critique, and Implications for Future Research (2006, background): “Strategic importance Tsang (2002) Sales revenues of this joint venture’s”
Emerging Markets as Learning Laboratories: Learning Behaviors of Local Firms and Foreign Entrants in Different Institutional Contexts (2005, background): “Second, while a vast literature has emerged on how developed market firms internationalize and how they learn about foreign cultures from their local partners (e.g., Kochhar & Hitt, 1995; Steensma & Lyles, 2000; Tsang, 2002), no research has contrasted the learning processes of foreign entrants with”
Overcoming the liability of outsidership for emerging market MNEs: A capability-building perspective (2019, background): “Through the exchange and cooperation with local suppliers and partners, firms accumulate both general knowledge about the local market (Barkema, Bell, & Pennings, 1996; Luo & Peng, 1999; Tsang, 2002) and relationship-specific knowledge about their business partners (Johanson & Vahlne, 2003, 2009).”
Business and management in China: A review of empirical research in leading international journals (2007, background): “…of foreign technology and knowledge by Chinese firms Li & Shenkar (2003), Lin (2005) Acquisition of knowledge by foreign enterprises in China Tsang (2002a) Knowledge creation in Chinese subsidiaries Andersson, Björkman & Forsgren (2005) Managers in China Managerial style (conflict…”
Knowledge Sharing and National Culture: A Comparison Between China and Russia (2004, background): “Knowledge sharing in the China context has been examined by, among others, Peterson et al. (1990), Smith et al. (1996), Tsang (2002) and Wang et al. (2001).”
The effects of absorptive and joint learning on the instability of international joint ventures in emerging economies (2010, background): “…avenue for future research, because previous studies have focused mainly on how the local partner’s absorptive learning influences IJV performance (e.g., Lane, Salk, & Lyles, 2001; Tsang, 2002), but have ignored how local and foreign partners may differ in their absorptive learning activities.”
Individual connectedness in innovation networks: On the role of individual motivation (2013, background): “Motivation is believed to positively influence the amount of knowledge transferred (Gupta and Govindarajan, 2000; Tsang, 2002), and conversely lack of motivation in accepting knowledge from others leads to ‘stickiness’ or difficulties in the transfer process (Szulanski, 1996).”
Internal market orientation and its influence on organisational performance (2009, background): “Furthermore, it can accept smaller sizes, as each causal subsystem sequence of paths is estimated separately (Anderson and Gerbing, 1988; Birkinshaw et al., 1995; Tsang, 2002; Wold, 1982).”
Facilitating Knowledge Sharing in Russian and Chinese Subsidiaries: The Importance of Groups and Personal Networks (2003, background): “…Working Paper No. 9/2003 May 2003 ISBN: 87-91506-09-3 Department of Management, Politics and Philosophy Copenhagen Business School The Center for Knowledge Governance Blaagaardsgade 23 B DK-2200 Copenhagen N Denmark Phone +45 3815 3630 Fax +45 3815 3635 E-mail: ckg.lpf@cbs.dk www.cbs.dk/ckg”
Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view (2008, unknown): “By contrast, tacit knowledge is difficult to articulate and access because it is usually developed based upon experience, action, feeling, and so on, and thus can only be shared through direct interactions (McFadyen & Cannella, 2004; Tsai, 2001; Tsang, 2002).”