Parents Know Best! How Knowledge Influences Subsidiary Strategy (and Performance)

ŽÁKOVÁ TALPOVÁ, Sylva. Parents Know Best! How Knowledge Influences Subsidiary Strategy (and Performance). Online. In 18th European Conference on Knowledge Management ECKM 2017. Reading, United Kingdom: Academic Conferences and Publishing International Limited, 2017, s. 1059-1066. ISBN 978-1-911218-48-7.

Základní údaje

Originální název

Parents Know Best! How Knowledge Influences Subsidiary Strategy (and Performance)

Autoři

ŽÁKOVÁ TALPOVÁ, Sylva ORCID

Vydání

Reading, United Kingdom, 18th European Conference on Knowledge Management ECKM 2017, od s. 1059-1066, 8 s. 2017

Nakladatel

Academic Conferences and Publishing International Limited

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Další údaje

Jazyk

angličtina

Typ výsledku

Stať ve sborníku

Obor

50204 Business and management

Stát vydavatele

Velká Británie a Severní Irsko

Utajení

není předmětem státního či obchodního tajemství

Forma vydání

elektronická verze "online"

Odkazy

URL

Označené pro přenos do RIV

Ano

Kód RIV

RIV/00216224:14560/17:00098118

Organizační jednotka

Ekonomicko-správní fakulta

ISBN

978-1-911218-48-7

ISSN

UT WoS

000453882900126

EID Scopus

2-s2.0-85035192312

Klíčová slova anglicky

knowledge transfer; subsidiary; strategy; performance; MNE

Příznaky

Mezinárodní význam, Recenzováno

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Anotace

V originále

A company's knowledge assets are considered to be the most important determinant of both expansion and success, which is even more pronounced in foreign markets. A parent company's knowledge assets provide competitive advantages to subsidiaries. While the idea that MNCs can improve the performance of their foreign subsidiaries by utilising MNE knowledge is not new, this paper goes beyond the existing literature by exploring if and how the knowledge transfer from HQ to subsidiary can affect the choice of the subsidiary's strategy, and subsequently, performance. To be able to understand how knowledge transfer influences performance in subsidiaries, it is crucial to understand how the transferred knowledge is used in the subsidiary to affect performance. This article aims to examine the effect of MNE knowledge transfer (from HQ to subsidiary) on subsidiary strategy, and subsequently, on performance. It uses logistic regression to examine a sample of 355 MNE subsidiaries to reveal the relation between the knowledge transfer from headquarters to subsidiary and the strategy pursued by the subsidiary. Subsequently, using ANNOVA and linear regression analysis, strategy-performance relationship is examined to show the moderating effect of knowledge transfer on subsidiary performance. The results show that knowledge transfer is a significant determinant of subsidiary strategy, and, subsequently, performance.