Is Knowledge Power? Knowledge Flows, Subsidiary Power and Rent-Seeking within MNCs

By Ram Mudambi, P. Navarra. 2004

904 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/de9eccfff8542de190dace950619e80615b8ddec

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Citations in the corpus

Physical attraction and the geography of knowledge sourcing in multinational enterprises (2011, background): “For competence-creating subsidiaries, more strategic independence is associated with a larger extent of local knowledge inflows and smaller inflows form the home country (Mudambi and Navarra, 2004).”
An integrative typology of global strategy and global value chains: The management and organization of cross‐border activities (2020, background): “…dynamics viewed at the firm level may concentrate on intra-MNE links between headquarters and their internalized and externalized subsidiaries (Mudambi & Navarra, 2004; Mudambi, Pedersen, & Andersson, 2014), at the GVC level, such dynamics extend to cover networks between firms that are not…”
Innovation in multinational subsidiaries: The role of knowledge assimilation and subsidiary capabilities (2008, background): “Mudambi and Navarra (2004) find that in recent years MNC subsidiaries are more active in innovation, and have taken on a more creative role.”
The impact of R&D offshoring on the home knowledge production of OECD investing regions (2012, background): “…management literature has documented that MNEs increasingly rely on this less conventional knowledge transfer type, going from subsidiaries to the parent company in order to source new complementary knowledge from distant locations (Ghoshal, Korine and Szulanski, 1994; Mudambi and Navarra, 2004).”
Parent Company Benefits from Reverse Knowledge Transfer: The Role of the Liability of Newness in MNEs (2011, background): “…1966) are increasingly combined with less-conventional, lateral transfers of knowledge among sister units (Ghoshal, Korine, & Szulanski, 1994; Mudambi & Navarra, 2004; Noorderhaven & Harzing, 2009) and reverse knowledge transfers (RKT) from subsidiaries to parent companies (Ambos, Ambos, &…”
An evolutionary approach to understanding international business activity: The co-evolution of MNEs and the institutional environment (2010, neutral): “…towards a higher share of competence-creating activities, problems of motivation and control may impede subsequent transfers of knowledge within the firm across disparate or potentially competing sub-units (Andersson, Forsgren, & Holm, 2007; Mudambi & Navarra, 2004; Verbeke & Kenworthy, 2008).”
Subsidiary Roles and Reverse Knowledge Transfer: An Investigation of the Effects of Coordination Mechanisms (2011, background): “This result provides evidence of the bargaining process between parent companies and subsidiaries highlighted in the literature (e.g., Andersson et al., 2007; Asakawa, 2001; Mudambi and Navarra, 2004).”