Can locally-recruited R&amp;D personnel significantly contribute to multinational subsidiary innovation in an emerging economy?

Li, Xiaoying; Wang, Jue; Liu, Xiaming

doi:10.1016/j.ibusrev.2012.12.002

Cited by 36 publications

(31 citation statements)

References 93 publications

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“…For MNCs its importance is even higher, as they have to face a more intense competence than domestic firms and they have to adapt to each market they operate in. That explains the interest of studying innovation in this context (Li et al, 2013). This paper focuses on MNCs' innovation from a knowledge perspective.…”

Section: Discussionmentioning

confidence: 99%

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Knowledge management practices for innovation: a multinational corporation’s perspective

Jiménez

Costa

Sanz‐Valle

2014

Journal of Knowledge Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to assess the importance of different knowledge management practices to promote organizational innovation in multinational companies. The links among internationalization, reverse knowledge transfer and social capital and organizational innovation are analyzed. Design/methodology/approach -Structural equation modeling was used to check the research hypotheses with a sample of 104 multinational companies. Findings -The results show that internalization has no direct effect on organizational innovation but a indirect effect trhrough the transfer of knowledge from external subsidiaries to the headquarter. Furthermore, this knowledge and other that comes from internal and external social capital is essential for the development of innovations. Research limitations/implications -Self-reporting by the CEOs may be the most significant limitation, as a single key informant provided the data; multiple informants would enhance the validity of the research findings. A second limitation is the cross-sectional design of the research that does not allow observation of the short-and long-term impact of the relationships among the variables.Practical implications -Organizational innovation is not an easy task. However, those multinational companies which foster knowledge management practices that generate new knowledge from external subsidiaries, internal or external social relationships, will facilitate the generation of innovations. In consequence, these companies should foster the generation of knowledge from different sources. Originality/value -The focus of the study in this paper is on multinational companies and the possibility to acquire knowledge from different sources (inside organization, external local environment and international context). Specially, focus on the transfer of knowledge from subsidiaries to headquarters (reverse knowledge transfer), as it is insufficiently investigated by current literature.

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Section: Discussionmentioning

confidence: 99%

“…The development and diffusion of innovation are key strategic challenges for MNCs in the globalized business environment (Li et al, 2013).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Knowledge management practices for innovation: a multinational corporation’s perspective

Jiménez

Costa

Sanz‐Valle

2014

Journal of Knowledge Management

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“…R&D personnel, engaged in studying and developing new technology, are typical representatives of innovation talent and play a core role in innovation activities [43][44][45][46]. Thus, in this paper, we chose the number of full-time R&D personnel calculated from the real working time for R&D to denote the level of innovation talent (INTL).…”

Section: Index Selectionmentioning

confidence: 99%

Innovation Capability and Innovation Talents: Evidence from China Based on a Quantile Regression Approach

2017

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Innovation talents, as a most active and important resource in innovation activities, are receiving increasing attention in the enhancement of innovation capability. It seems that areas with strong innovation capability are more attractive to innovation talents. To explore the impact of innovation capability-measured by innovation environment input efficiency-on the distribution of innovation talent, and given the heavy-tailed distribution of talents, a quantile regression approach is adopted for Chinese data covering 2001-2015. The results show that: (a) at the country level, the innovation environment and innovation talents are surprisingly negatively related due to pre-reform special regional strategies and the immature innovation environment in China, while both innovation input and efficiency facilitates the agglomeration of innovation talent; and (b) at the egional level, some different influences on talents appear: the strongest negative impact of the innovation environment is in the areas with a low level of talents, moderate positive effects of innovation input and efficiency can be seen in areas with a medium level of talents, and significantly positive contributions from innovation input and efficiency can be seen in the areas that already have a high level of talents. The results offer some suggestions for managers and the government, which are beneficial for the guidance of the ordered flow of innovation talents and the enhancement of regional innovation capability and sustainability.

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“…Table 1 highlights INT foreign entry modes key features and implications. INT can be by form of EXP, and SSE including JV and FDI (Shaker et al, 2000;Lages and Montgomery, 2004;Li, Wang and Liu, 2013). Studies (Weerawardena et al, 2007;Zhou, Wu and Luo, 2007), find that with early, quick-pace INT, value chain activities allow the firm greater efficiency, effectiveness, and returns including opportunities for improved LNG and advantages.…”

Section: • To Examine Relationships Between Eo Elements and How Thismentioning

confidence: 99%

Impacts of strategic project management on ntrepreneurial orientation relationship with nternationalization

Brathwaite¹

2018

IJBED

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Firms' strategic flexibility and agility in internationalization (INT) is influenced by context. However, there are few studies concerning INT conducted in and about emerging economies (EEs). There exists a dearth of literature on INT connected to strategic management (SM). Such gaps motivate this research to alleviate needs to further explore entrepreneurial orientation (EO) of owners and managers, their motives for foreign market entry, and effects of the innovation (IVN) and networking (NWG) with firms' INT. It incorporates how strategic project management (SPM) flexibility can enable firms in EEs to be more agile in EO, influencing how they develop INT activities of exporting (EXP) and sales-subsidiary establishment (SSE), to minimize hindrances and improve performance. This is a vital attractive area of research to pursue for the importance of INT and advantages in and for EEs is increasing, and exploration reveals EO elements and enabling factors enhancing INT outcomes. The qualitative approach reviews literature in EO, INT and SPM, and presents a conceptual model with propositions, complemented by enhanced framework. Organization learning theory (OLT) perspective is utilized to better understand EO of firms in and from EEs, leading to effective INT outcomes.Findings and implications are that coordination assists EO, goal and role clarification, for SPM crucial to synergy, promotes agility, effective SM and outcomes, minimizing difficulties as IVN, NWG and learning (LNG) support drivers and mechanisms improving INT performance (Kodama, 2005;Belassi, Kondra and Tukel, 2007;Tomomitsu, Carvalho and Moraes, 2017). This paper contributes to theory and practice further developing EO-SPM-INT relationships, and focusing on SPM and IVN interactions, firms can better coordinate for more effective INT. Researchers and practitioners can benefit from the novel means to improve processes and critical managerial and success factors best integrating SO, SI and results beneficial in EEs' INT.

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Can locally-recruited R&D personnel significantly contribute to multinational subsidiary innovation in an emerging economy?

Cited by 36 publications

References 93 publications

Knowledge management practices for innovation: a multinational corporation’s perspective

Knowledge management practices for innovation: a multinational corporation’s perspective

Innovation Capability and Innovation Talents: Evidence from China Based on a Quantile Regression Approach

Impacts of strategic project management on ntrepreneurial orientation relationship with nternationalization

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