Najafi Tavani, Z, Zaefarian, G, Naudé, P et al. (1 more author) (2015) Reverse Knowledge Transfer and Subsidiary Power. Industrial Marketing Management, 48. 103 - 110. ISSN 0019-8501
Abstract
Rather than looking at the more typical inter-company level adopted in most B2B marketing, this study investigates how a subsidiary gains power within the context of the multinational corporation. Building on network theory and dependence theory, two approaches well-known in the B2B marketing literature, this study aims to test empirically the impact of reverse knowledge transfer, knowledge transfer from a subsidiary to headquarters, on subsidiary influence and autonomy. The survey-based data from 183 subsidiaries located in the UK suggests that reverse knowledge transfer significantly enhances the relative influence of the subsidiary within the broader multinational corporation. Moreover, we find that this association is (a) stronger when the level of internal embeddedness is high and (b) weaker when the level of external embeddedness is high. Finally, our results indicate that a higher level of subsidiary autonomy only occurs in conjunction with internally embedded reverse knowledge transfer.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Keywords: | influence, autonomy, reverse knowledge transfer, external and internal embeddedness, subsidiary influence, multinational corporations |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Marketing Division (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 04 Sep 2015 09:12 |
Last Modified: | 04 Sep 2015 09:12 |
Published Version: | http://dx.doi.org/10.1016/j.indmarman.2015.03.021 |
Status: | Published |
Publisher: | Elsevier |
Identification Number: | 10.1016/j.indmarman.2015.03.021 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:85110 |