Boundary spanners, HRM practices, and reverse knowledge transfer: The case of Chinese cross-border acquisitions

Liu, Yipeng; Meyer, Klaus E.

doi:10.1016/j.jwb.2018.07.007

Cited by 131 publications

(125 citation statements)

References 100 publications

(155 reference statements)

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“…Moreover, international experience and intra-firm mobility enhance innovation, as shown in studies of R&D personnel (Li, Wang, & Liu, 2013) and inventors (Choudhury, 2017). Similarly, individuals acting as boundary spanners play critical roles in facilitating knowledge flows (Liu & Meyer, 2018;Noorderhaven & Harzing, 2009;Schotter, Mudambi, Doz, & Gaur, 2017, Tippmann, Scott, & Mangematin, 2014. However, this line of research still lacks indepth investigations into ''how'' exactly individuals transfer knowledge or help facilitate innovation in subsidiaries.…”

Section: Behavioral Theoriesmentioning

confidence: 99%

“…Schotter et al (2017: 404) define boundary spanning ''as a set of communication and coordination activities performed by individuals within an organization and between organizations to integrate activities across multiple cultural, institutional, and organizational contexts.'' The boundary spanning literature can be divided into two perspectives, including, first, the boundary spanning roles of subsidiaries and regional management centers within MNEs (e.g., Klueter & Monteiro, 2017;Tippmann, Scott, & Parker, 2017), and, second, the roles (e.g., Liu & Meyer, 2018;Vora, Kostova, & Roth, 2007) characteristics and actions of individuals (e.g., Furusawa & Brewster, 2015;Mäkelä, Barner-Rasmussen, Ehrnrooth, & Koveshnikov, 2019).…”

Section: Boundary Spanning and Mne Subsidiariesmentioning

confidence: 99%

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Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

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Multinational enterprise (MNE) subsidiaries abroad are important organizations in their own rights. They typically hold some of the MNE's most critical resources, and operate at the forefront of complex international environments. In this review, we identify and organize theoretical and empirical research on subsidiary management based on over 600 articles in leading academic journals. We develop a conceptual framework that integrates complementary streams of theoretical and empirical research with the subsidiary as its focal unit of analysis. In particular, we review six lines of research on subsidiary scope, practices, knowledge management, engagement with local market and nonmarket actors, performance, and individuals within subsidiaries. We highlight theoretical perspectives that have contributed to, and been advanced by, research on MNE subsidiaries. Based on the review, we explore future research agendas, linking the contemporary research themes with two main thrusts. First, subsidiary management is a multi-level phenomenon that would benefit from more microfoundational research. Second, subsidiary management operates at key interfaces of technology paradigm shifts, and of disruptions in the political and institutional environment. Research into the dynamics of subsidiary management would thus enhance our understanding of international business in a volatile global economy. Journal of International Business Studies (2020) 51, 538-576.

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Section: Behavioral Theoriesmentioning

confidence: 99%

Section: Boundary Spanning and Mne Subsidiariesmentioning

confidence: 99%

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

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“…In this paper, we aim to gain an enhanced understanding of the knowledge diffusion achieved by EMNEs through M&As by examining the case of overseas M&As conducted by Chinese firms, which are on the increase and constitute an important example of EMNEs venturing into advanced economies (Liu and Vrontis, 2017;Xing et al, 2017). This approach is aligned with those taken by previous studies investigating brand management , servitization (Xing, et al, 2017), and reverse knowledge transfer (Liu & Meyer, 2018) Our sample, which we obtained from the BVD Zephyr database, consisted of technology-sourcing overseas M&As conducted by Chinese manufacturing firms between 2001 and 2012. The reason for choosing 2001 as the starting point of our study was that that was the year China joined the WTO, and the number of overseas M&As conducted by Chinese firms increased significantly.…”

Section: Sample and Datamentioning

confidence: 95%

“…Merger and acquisition (M&A) activities effected by emerging markets multinationals (EMNEs) have considerably increased in the last few decades (Rao-Nicholson et al, 2016;Liu and Meyer, 2018).…”

Section: Introductionmentioning

confidence: 99%

Integration modes, global networks, and knowledge diffusion in overseas M&As by emerging market firms

Chen

Liu

2019

JKM

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Purpose This paper aims to examine how integration modes impact the acquirer knowledge diffusion capacity of overseas mergers and acquisitions (M&As) effected by emerging market firms and the role played by the global innovation network position of the acquiring firms in affecting this relationship. Design/methodology/approach Through the use of structural equation modelling and bootstrap testing, the hypotheses are tested by drawing upon a sample of 102 overseas M&As effected by listed Chinese manufacturing companies. Findings The results show that acquirers from emerging countries are unable to increase the knowledge diffusion capacity unless they choose the right post-merger integration mode. This paper also finds that the relationship between integration mode and knowledge diffusion is channelled through the centrality and structural holes of acquirers in the global innovation networks. When considering the combinations of different resource similarities and complementarities of the acquired firms, differences emerge in the integration model and network embedded path of acquirers in emerging countries. Practical implications Emerging market multinational enterprises should consider post-merger integration as a crucial facilitator to the crafting of global innovation network positions that promote knowledge diffusion. The choices of integration mode and brand management autonomy should be matched with the resource similarities and complementarities that exist between the acquirer and target firms. Originality/value Based on the resource orchestration theory and by focussing on network centrality and structural hole as the crucial links, this study provides a nuanced understanding of the relationship between post-merger integration and knowledge diffusion and sheds light on latecomer firms from emerging countries.

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“…Although the existing body of knowledge on talent management has examined various Yipeng Liu -9781786437105 Downloaded from Elgar Online at 07/04/2020 02:06:49PM via free access aspects of talent management in the domain of international business and MNEs (Collings, Mellahi & Cascio, 2018), our collection contains several distinctive characteristics, both theoretically and geographically. As acknowledged, talent management is a crucial challenge for emerging market multinationals (EMNEs) venturing abroad (Liu & Meyer, 2018), and expatriates have been identified as an important talent pool (Meyer & Xin, 2018). However, the approaches to managing expatriates of EMNEs effectively is yet to be further understood (Zhu et al, 2018).…”

Section: Part Ii: International Talent Management and International Bmentioning

confidence: 99%

Boundary spanners, HRM practices, and reverse knowledge transfer: The case of Chinese cross-border acquisitions

Cited by 131 publications

References 100 publications

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

Integration modes, global networks, and knowledge diffusion in overseas M&As by emerging market firms

Introduction: International talent management research – a multidisciplinary and interdisciplinary approach

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