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Journal articles on the topic 'Reverse Knowledge Transfer'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Søberg, Peder Veng, and Brian Vejrum Wæhrens. "Subsidiary autonomy and knowledge transfer." Journal of Global Operations and Strategic Sourcing 13, no. 2 (November 17, 2019): 149–69. http://dx.doi.org/10.1108/jgoss-04-2018-0016.

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Purpose This paper aims to explore the effect of subsidiary autonomy on knowledge transfers during captive offshoring to emerging markets. Design/methodology/approach Five longitudinal cases of captive R&D and manufacturing offshoring to emerging markets. Findings The propositions entail the dual effect of operational subsidiary autonomy on primary knowledge transfer and reverse knowledge transfer. For newly established subsidiaries, operational subsidiary autonomy has a mainly negative effect on primary knowledge transfer and a mainly positive effect on reverse knowledge transfer and local collaboration activities increase this effect. Strategic subsidiary autonomy is mainly negative for primary and reverse knowledge transfer. Research limitations/implications Limitations concerning the applied exploratory case study approach suggest that further research should test the identified relationships using surveys, after the initial pilot study. Practical implications A gradual increase of operational subsidiary autonomy as the subsidiary capability level increases is beneficial to ensure primary knowledge transfer. Allowing subsidiaries to collaborate locally within the confines of their mandates benefits reverse knowledge transfer. Originality/value This paper extends the secondary knowledge transfer concept to include knowledge flows with local collaboration partners, not only other subsidiaries and clarifies the distinction between operational and strategic autonomy concerning local collaboration. A subsidiary asserts operational autonomy when its collaboration with local partners relates to its existing mandate. A subsidiary asserts strategic autonomy when it collaborates with local partners beyond this mandate.

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2

Najafi-Tavani, Zhaleh, Ghasem Zaefarian, Peter Naudé, and Axèle Giroud. "Reverse knowledge transfer and subsidiary power." Industrial Marketing Management 48 (July 2015): 103–10. http://dx.doi.org/10.1016/j.indmarman.2015.03.021.

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3

Zhou, Abby Jingzi, Carl Fey, and Shameen Prashantham. "Building disseminative capacity in reverse knowledge transfer." Academy of Management Proceedings 2016, no. 1 (January 2016): 16567. http://dx.doi.org/10.5465/ambpp.2016.16567abstract.

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4

Sanchez-Vidal, Maria Eugenia, Raquel Sanz-Valle, and Maria Isabel Barba-Aragon. "Repatriates and reverse knowledge transfer in MNCs." International Journal of Human Resource Management 29, no. 10 (August 19, 2016): 1767–85. http://dx.doi.org/10.1080/09585192.2016.1216876.

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Jiménez-Jiménez, Daniel, Micaela Martínez-Costa, and Raquel Sanz-Valle. "Reverse knowledge transfer and innovation in MNCs." European Journal of Innovation Management 23, no. 4 (July 22, 2019): 629–48. http://dx.doi.org/10.1108/ejim-10-2018-0226.

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Purpose The purpose of this paper is twofold: to study the relationship between reverse knowledge transfer (RKT) and headquarters’ innovation, examining potential moderators of such relationship, and to analyze the role of headquarters’ absorptive capacity (AC) and the coordination mechanisms they adopt as antecedents of RKT. Design/methodology/approach Quantitative data were collected from 104 Spanish multinational companies. Structural equation modeling was used to test hypotheses. Findings Findings provide the evidence of a positive relationship between RKT and headquarters’ innovation. This relationship is higher when the knowledge transferred from subsidiaries to parent units is of a more tacit nature, and also when the organizational distance between them is larger. The results also show that the parent unit’s AC and the use of mechanisms for coordinating company units can facilitate RKT. Practical implications MNCs that wish to be more innovative should be aware that it is worth the effort of fostering RKT, especially when knowledge is more tacit and comes from subsidiaries with different organizational practices and culture because these two variables increase the positive relationship that it was found between effective RKT and the development of innovation in the headquarters. Additionally, results show that in order to facilitate RKT, the improvement of headquarters’ AC and the use of mechanisms of coordination between them and its subsidiaries can be useful. Originality/value Up to the authors’ knowledge, this is the first empirical study that examines the link between RKT and headquarters innovation, and one of the few that focuses on headquarters characteristics as determinants of RKT. Thus, the findings contribute to the literature that highlights the benefits of RKT for MNC’s competitiveness, and that seeks to know how to promote RKT.

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Najafi-Tavani, Zhaleh, Axèle Giroud, and Rudolf R. Sinkovics. "Mediating Effects in Reverse Knowledge Transfer Processes." Management International Review 52, no. 3 (October 27, 2011): 461–88. http://dx.doi.org/10.1007/s11575-011-0097-9.

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7

Ferencikova, Sonia. "Reverse knowledge transfer from Central to Western Europe: Selected Case Studies." Journal of Eastern European and Central Asian Research (JEECAR) 7, no. 1 (March 14, 2020): 1–11. http://dx.doi.org/10.15549/jeecar.v7i1.340.

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Reverse knowledge transfer refers to the knowledge flow from the subsidiaries to the parent companies. The paper analyzes if the subsidiaries located in former transitional country (Slovakia) can create and transfer original knowledge to the parent companies in so-called developed Western Europe and focuses on the drivers, communication channels and contributions of such a knowledge flow for both, the headquarters and the subsidiaries. Qualitative research of four subsidiaries of multinational corporations was conducted to identify reverse knowledge transfers and to study them in-depth using case study method.

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8

Nair, Smitha R., Mehmet Demirbag, Kamel Mellahi, and Kishore Gopalakrishna Pillai. "Do Parent Units Benefit from Reverse Knowledge Transfer?" British Journal of Management 29, no. 3 (June 12, 2017): 428–44. http://dx.doi.org/10.1111/1467-8551.12234.

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9

Kumar, Nishant. "Managing reverse knowledge flow in multinational corporations." Journal of Knowledge Management 17, no. 5 (September 9, 2013): 695–708. http://dx.doi.org/10.1108/jkm-02-2013-0062.

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Purpose – This study aims to provide insight to the little-researched phenomenon of reverse knowledge flow within multinational corporations (MNCs) and to explain the role of managerial attention in exploiting the prospect of knowledge transfer from subsidiaries located in developing countries. Design/methodology/approach – Existing literature across disciplines has been integrated to provide a clear description of the concept of reverse knowledge flow and managerial attention, in order to explain the role of managerial attention in reverse knowledge transfer activities within MNCs. Two pilot studies were conducted on European MNCs to build the background for this study. Findings – Managerial attention is a key factor in recognising potential source of knowledge within the multinational network, and a prior requirement for knowledge transfer to take place. Attention decisions are partially based on the knowledge source location, awareness/attractiveness, and the strategic importance. Thus, MNCs can adopt managerial practices and control mechanisms to influence the attention of executives and achieve higher knowledge flow from subsidiaries. Research limitations/implications – There is a need to undertake empirical research and in-depth case studies of knowledge management practices using the arguments and framework provided in this article. Practical implications – MNCs can develop mechanisms for overcoming attention biases influence on reverse knowledge flow. The attention based approach can lead to better subsidiary integration and knowledge management practices in MNCs. Originality/value – This study advances the theory on reverse knowledge flow in MNCs by presenting an attention based theoretical framework for effective knowledge transfer.

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10

Jeong, Gap-Yeon, Myung-Su Chae, and Byung Il Park. "Reverse knowledge transfer from subsidiaries to multinational companies: Focusing on factors affecting market knowledge transfer." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 34, no. 3 (January 26, 2016): 291–305. http://dx.doi.org/10.1002/cjas.1366.

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11

Raziq, Muhammad Mustafa, Cristina Doritta Rodrigues, Felipe Mendes Borini, Omer Farooq Malik, and Abubakr Saeed. "Linking corporate entrepreneurship, expatriation and reverse knowledge transfers." European Journal of Innovation Management 23, no. 1 (May 8, 2019): 67–89. http://dx.doi.org/10.1108/ejim-06-2018-0135.

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Purpose Multinational enterprises (MNEs) encourage their subsidiaries to develop and transfer their unique knowledge and expertise back to the MNE as it is critical for the development of the MNE as a whole. However, what underlies the subsidiary ability to create such specialized knowledge that can be transferred to the MNE is less clear. The purpose of this paper is to examine the influence of MNE entrepreneurial strategy, subsidiary initiatives and expatriation on reverse knowledge transfers in a cross-country comparative context. Design/methodology/approach Data are gathered through surveys from 429 foreign subsidiaries operating in New Zealand and 164 subsidiaries in Brazil, and these are analyzed using variance-based structural equation modeling. Findings Subsidiary initiatives partially mediate the relationship between MNE entrepreneurial strategy and reverse knowledge transfers in case of subsidiaries operating in Brazil, but they fully mediate in case of New Zealand. Furthermore, expatriation, in case of the latter, has a negative interaction in the relationship between subsidiary initiative and reverse knowledge transfers, but, in case of the former, it has no moderating role. Overall, the results suggest that the influence of MNE entrepreneurial strategy and expatriation on reverse knowledge transfers can be explained by contingencies such as the subsidiary host economy and the heterogenous HQ–subsidiary relationships. Originality/value The paper contributes to literature by identifying some contingencies with regard to the occurrence of reverse knowledge transfers. It addresses some research calls with regard to examining reverse knowledge transfers and the role of expatriation across different empirical contexts.

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Jeonga, Gap-Yeon, and Min-Kyo Seo. "Empirical Study on the Reverse Knowledge Transfer Process of Subsidiary’s Marketing Knowledge." Korea International Trade Research Institute 12, no. 6 (December 31, 2016): 65–88. http://dx.doi.org/10.16980/jitc.12.6.201612.65.

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13

Ai, Qi, and Hui Tan. "Acquirers’ prior related knowledge and post-acquisition integration." Journal of Organizational Change Management 30, no. 4 (July 3, 2017): 647–62. http://dx.doi.org/10.1108/jocm-08-2015-0145.

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Purpose This paper examines the role of acquirers’ prior related knowledge in the post-acquisition integration process. The purpose of this paper is to identify what constitutes the key prior related knowledge that can contribute to the reverse knowledge transfer following Chinese firms’ outward mergers and acquisitions (M&As) to Europe, and explain how prior related knowledge affects such transfer of knowledge. Design/methodology/approach The authors employ a multiple case study approach. Semi-structured interviews were conducted from February 2012 to June 2013 with 24 managers. Findings The authors find that, in addition to knowledge about the target, prior international business experience, R&D capability, and industrial capabilities are key components of acquirers’ prior related knowledge that can contribute to the success of M&A integration and post-acquisition reverse knowledge transfer. Indeed, Chinese acquirers’ prior related knowledge can influence the reverse knowledge transfer from acquired firms to acquirers by directly improving acquirers’ absorptive capacity and building a harmonious organisational climate to facilitate such transfer. Originality/value This paper contributes to the absorptive capacity and the cross-border M&A literature. It extends the current knowledge on the key components of an acquirer’s prior related knowledge in the outward M&A by Chinese firms. It also uncovers how post-acquisition reverse knowledge transfer is affected by acquirers’ prior related knowledge.

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14

Mudambi, Ram, Lucia Piscitello, and Larissa Rabbiosi. "Reverse Knowledge Transfer in MNEs: Subsidiary Innovativeness and Entry Modes." Long Range Planning 47, no. 1-2 (February 2014): 49–63. http://dx.doi.org/10.1016/j.lrp.2013.08.013.

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15

Nair, Smitha R., Mehmet Demirbag, and Kamel Mellahi. "Reverse knowledge transfer in emerging market multinationals: The Indian context." International Business Review 25, no. 1 (February 2016): 152–64. http://dx.doi.org/10.1016/j.ibusrev.2015.02.011.

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16

Schuster, Tassilo, Dirk Holtbrügge, and Franziska Engelhard. ""Ability, Motivation or Opportunity: What explains Reverse Knowledge Transfer of Inpatriates?"." Academy of Management Proceedings 2016, no. 1 (January 2016): 13096. http://dx.doi.org/10.5465/ambpp.2016.328.

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17

Oh, Kum Sik, John R. Anchor, and Gap Yeon Jeong. "Reverse knowledge transfer from subsidiaries to MNCs in Korea: size matters." International Journal of Multinational Corporation Strategy 1, no. 3/4 (2016): 179. http://dx.doi.org/10.1504/ijmcs.2016.081126.

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Anchor, John R., Kum Sik Oh, and Gap Yeon Jeong. "Reverse knowledge transfer from subsidiaries to MNCs in Korea: size matters." International Journal of Multinational Corporation Strategy 1, no. 3/4 (2016): 179. http://dx.doi.org/10.1504/ijmcs.2016.10002109.

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Nair, Smitha R., Mehmet Demirbag, and Kamel Mellahi. "Reverse Knowledge Transfer from Overseas Acquisitions: A Survey of Indian MNEs." Management International Review 55, no. 2 (March 25, 2015): 277–301. http://dx.doi.org/10.1007/s11575-015-0242-y.

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20

Hadengue, Marine, Nathalie de Marcellis-Warin, and Thierry Warin. "Reverse Innovation and Reverse Technology Transfer: From Made in China to Discovered in China in the Pharmaceutical Sector." Management international 19, no. 4 (January 31, 2018): 49–69. http://dx.doi.org/10.7202/1043076ar.

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The emergence of a giant like China changes the landscape. The potential localization of multinational companies' R&D centers into emerging countries changes the analytical perspective. This phenomenon moves the knowledge frontier and creates a real paradigm change in terms of innovation and technology transfer. On the one hand, we confirm the global trend of knowledge sources implied in previous studies and we demonstrate that multinationals might now choose emergent countries as a strategic place to externalize R&D. On the other hand, we go further by empirically showing the phenomena of reverse innovation and reverse technology transfer in the pharmaceutical sector.

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21

Hong, Sung-Jin, and Oh-Suk Yang. "An Exploratory Research on MNC Parents’ Motivation to Facilitate Reverse Knowledge Transfer." Institute of Management and Economy Research 10, no. 3 (September 30, 2019): 53–67. http://dx.doi.org/10.32599/apjb.10.3.201909.53.

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22

Jeong, Gap Yeon. "The Effect of Local Market Knowledge Acquisition through Social Capital of Foreign Subsidiary on Reverse Knowledge Transfer." INTERNATIONAL BUSINESS REVIEW 17, no. 4 (December 31, 2013): 153. http://dx.doi.org/10.21739/ibr.2013.12.17.4.153.

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23

Ciabuschi, Francesco, Lingshuang Kong, and Cong Su. "Knowledge sourcing from advanced markets subsidiaries: political embeddedness and reverse knowledge transfer barriers in emerging-market multinationals." Industrial and Corporate Change 26, no. 2 (March 13, 2017): 311–32. http://dx.doi.org/10.1093/icc/dtx001.

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24

Nazri, Mohammad, and Md Khaled Shukran. "Investigating Reverse Knowledge Transfer in KIBS: An Study of Foreign Subsidiaries in Australia." Academy of Management Proceedings 2018, no. 1 (August 2018): 18605. http://dx.doi.org/10.5465/ambpp.2018.18605abstract.

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25

Millar, Carla C. J. M., and Chong Ju Choi. "Reverse knowledge and technology transfer: imbalances caused by cognitive barriers in asymmetric relationships." International Journal of Technology Management 48, no. 3 (2009): 389. http://dx.doi.org/10.1504/ijtm.2009.024954.

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26

Jiménez-Jiménez, Daniel, Micaela Martínez-Costa, and Raquel Sanz-Valle. "Knowledge management practices for innovation: a multinational corporation’s perspective." Journal of Knowledge Management 18, no. 5 (September 2, 2014): 905–18. http://dx.doi.org/10.1108/jkm-06-2014-0242.

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Purpose – 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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Heinrich, Andreas, Gulnaz Isabekova, Armin Müller, Heiko Pleines, and Tobias ten Brink. "The Agency of Recipient Countries in Transnational Policy-Related Knowledge Transfer." Communist and Post-Communist Studies 54, no. 3 (September 1, 2021): 51–72. http://dx.doi.org/10.1525/j.postcomstud.2021.54.3.51.

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Current research on transnational knowledge transfer has a strong bias toward (often conditionality-based) advice originating in the core OECD world and focuses nearly exclusively on the link from a source to a target of knowledge transfer. This contribution provides a broader and more nuanced picture by looking at the reverse logic of non-OECD countries proactively searching abroad for policy advice and assessing this advice based on their own requirements. Based on the role of conditionality and on the attitude of the recipient country toward cooperation with foreign sources of advice, five demand-side strategies in transnational policy-related knowledge transfer are distinguished, each of which is analyzed utilizing the example of health reform. The results highlight systematic differences in the attitude toward and employment of foreign advice.

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Driffield, Nigel, James H. Love, and Yong Yang. "Reverse international knowledge transfer in the MNE: (Where) does affiliate performance boost parent performance?" Research Policy 45, no. 2 (March 2016): 491–506. http://dx.doi.org/10.1016/j.respol.2015.11.004.

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29

Rabbiosi, Larissa. "Subsidiary roles and reverse knowledge transfer: An investigation of the effects of coordination mechanisms." Journal of International Management 17, no. 2 (June 2011): 97–113. http://dx.doi.org/10.1016/j.intman.2010.10.001.

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30

Yang, Oh-Suk, and XinRan Yu. "Exploring the Mediating Effect of Knowledge Sharing and Knowledge Creation on the (Reverse)Knowledge Transfer-Performance Relationship : Evidence from Global Firms in China." Journal of international area studies 20, no. 5 (January 31, 2017): 67. http://dx.doi.org/10.18327/jias.2017.1.20.5.67.

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Liu, Yipeng, and Klaus E. Meyer. "Boundary spanners, HRM practices, and reverse knowledge transfer: The case of Chinese cross-border acquisitions." Journal of World Business 55, no. 2 (February 2020): 100958. http://dx.doi.org/10.1016/j.jwb.2018.07.007.

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Leposky, Tiina, Ahmad Arslan, and Minnie Kontkanen. "Determinants of reverse marketing knowledge transfer potential from emerging market subsidiaries to multinational enterprises’ headquarters." Journal of Strategic Marketing 25, no. 7 (June 29, 2016): 567–80. http://dx.doi.org/10.1080/0965254x.2016.1195856.

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33

Bezerra, Maitê Alves, Sidney Costa, Felipe Mendes Borini, and Moacir De Miranda Oliveira Junior. "Reverse Knowledge Transfer: A Comparison Between Subsidiaries of Emerging Markets and Subsidiaries of Developed Markets." Revista Ibero-Americana de Estratégia 12, no. 4 (December 1, 2013): 67–90. http://dx.doi.org/10.5585/ijsm.v12i4.2026.

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This paper aims at contrasting the impact of the internal and external network on the reverse knowledge transfer process in foreign subsidiaries in Brazil and Brazilian subsidiaries abroad. With regard to foreign subsidiaries, one hundred seventy-two companies were obtained, and as to the database pertinent to subsidiaries of Brazilian firms, the sample acquired consisted of seventy-eight Brazilian subsidiaries abroad. The results show the impact of the network for both types of multinationals, however, the same does not occur with integration. DOI:10.5585/riae.v12i4.2026

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Ferraris, Alberto, Gabriele Santoro, and Veronica Scuotto. "Dual relational embeddedness and knowledge transfer in European multinational corporations and subsidiaries." Journal of Knowledge Management 24, no. 3 (May 16, 2018): 519–33. http://dx.doi.org/10.1108/jkm-09-2017-0407.

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Purpose This paper aims to investigate the relationship between the level of subsidiaries’ internal and external relational embeddedness and the degree of subsidiaries’ knowledge transfer. More specifically, the aim is to explore dual embeddedness of subsidiaries involved in the knowledge transfer process within multinational corporations’ (MNCs) network. Design/methodology/approach The authors empirically analyse 165 European subsidiaries to demonstrate the crucial role of dual relational embeddedness in the transfer of knowledge within MNCs. Data were collected via a close-ended questionnaire and processed through an ordinary least squares regression model. Findings Results show that internal embeddedness directly and positively influences the degree of subsidiaries’ knowledge transfer, whereas external embeddedness does not. Notwithstanding, a higher level of both types of embeddedness – known as dual embeddedness – generates multiplicative and positive effects on the degree of subsidiaries’ knowledge transfer. Practical implications Best practices and relevant knowledge follow a reverse transfer of knowledge from the subsidiaries to the internal MNC network that is facilitated by the relational embeddedness of subsidiaries. This has resulted in developing a dual embeddedness, which introduces new routines and scripts, as well as more relational links. Originality/value The research emphasises the relevance of the knowledge transfer process in multiple directions, evoking the central role of dual-embedded subsidiaries.

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35

Rabbiosi, Larissa, and Grazia D. Santangelo. "Parent company benefits from reverse knowledge transfer: The role of the liability of newness in MNEs." Journal of World Business 48, no. 1 (January 2013): 160–70. http://dx.doi.org/10.1016/j.jwb.2012.06.016.

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Silveira, Franciane Freitas, Roberto Sbragia, Henry Lopez-Vega, and Fredrik Tell. "Determinants of reverse knowledge transfer for emerging market multinationals: the role of complexity, autonomy and embeddedness." Revista de Administração 52, no. 2 (April 2017): 176–88. http://dx.doi.org/10.1016/j.rausp.2016.12.007.

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Vlajcic, Davor, Giacomo Marzi, Andrea Caputo, and Marina Dabic. "The role of geographical distance on the relationship between cultural intelligence and knowledge transfer." Business Process Management Journal 25, no. 1 (February 4, 2019): 104–25. http://dx.doi.org/10.1108/bpmj-05-2017-0129.

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PurposeThe purpose of this paper is to investigate the ways in which the geographical distance between headquarters and subsidiaries moderates the relationship between cultural intelligence and the knowledge transfer process.Design/methodology/approachA sample of 103 senior expatriate managers working in Croatia from several European and non-European countries was used to test the hypotheses. Data were collected using questionnaires, while the methodology employed to test the relationship between the variables was partial least square. Furthermore, interaction-moderation effect was utilized to test the impact of geographical distance and, for testing control variables, partial least square multigroup analysis was used.FindingsCultural intelligence plays a significant role in the knowledge transfer process performance. However, geographical distance has the power to moderate this relationship based on the direction of knowledge transfer. In conventional knowledge transfer, geographical distance has no significant impact. On the contrary, data have shown that, in reverse knowledge transfer, geographical distance has a moderately relevant effect. The authors supposed that these findings could be connected to the specific location of the knowledge produced by subsidiaries.Practical implicationsMultinational companies should take into consideration that the further away a subsidiary is from the headquarters, and the varying difference between cultures, cannot be completely mitigated by the ability of the manager to deal with cultural differences, namely cultural intelligence. Thus, multinational companies need to allocate resources to facilitate the knowledge transfer between subsidiaries.Originality/valueThe present study stresses the importance of cultural intelligence in the knowledge transfer process, opening up a new stream of research inside these two areas of research.

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Peltokorpi, Vesa, and Sachiko Yamao. "Corporate language proficiency in reverse knowledge transfer: A moderated mediation model of shared vision and communication frequency." Journal of World Business 52, no. 3 (April 2017): 404–16. http://dx.doi.org/10.1016/j.jwb.2017.01.004.

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39

Kong, Lingshuang, Francesco Ciabuschi, and Oscar Martín Martín. "Expatriate managers' relationships and reverse knowledge transfer within emerging market MNCs: The mediating role of subsidiary willingness." Journal of Business Research 93 (December 2018): 216–29. http://dx.doi.org/10.1016/j.jbusres.2018.05.045.

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40

Kogut, Clarice Secches, Renato Dourado Cotta de Mello, and Angela da Rocha. "International expansion for knowledge acquisition or knowledge acquisition for international expansion?" Multinational Business Review 28, no. 2 (October 14, 2019): 177–200. http://dx.doi.org/10.1108/mbr-11-2018-0084.

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Purpose Starting from the knowledge-based view as a theoretical perspective, this study aims to examine how an emerging market multinational enterprise (EMMNE) engages in reverse knowledge transfer (RKT) processes and how such processes are managed by headquarters. Therefore, this paper captures the perspective of top management concerning RKT and the processes used to create, transfer and integrate knowledge. Design/methodology/approach The study uses a longitudinal design based on the case method of investigation. The case selected for the study was a Brazilian company theoretically sampled for being a domestically, regionally and globally important, information-rich company that operates in an industry in which technology plays a crucial role. The company was also selected for having had asset-seeking motives in at least some of its foreign market entries and for having successfully absorbed foreign-acquired capabilities. Findings The study provides counterfactual evidence to the springboard perspective, considering timing and speed of the internationalization and catch-up processes and the size of acquisitions. The study also highlights differences to other emerging market multinational enterprises, concerning the internationalization trajectory and catch-up moves, and to traditional MNEs, regarding RKT challenges and practices. Research limitations/implications The main limitations of the study relate to the case study method, which does not allow for statistical generalization, although it does support analytical generalization. Originality/value The study contributes to the literature by shedding light on the process by which a Latin American multinational firm developed technological capabilities to compete globally, focusing on the symbiotic, self-nurturing relationship between internationalization processes and technology acquisition and integration processes. Moreover, the work provides novel theoretical insights regarding timing, location, size and execution of the RKT activities. Finally, the paper contributes to the understanding of the relational aspects of the RKT process by focusing on building human relationships as the major force behind knowledge integration and examining the resistance of the acquired companies from developed markets to adopt the parent company’s best practices, or to contribute to its integrated knowledge, when the parent company is an EMMNE.

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Song, Yun-Ah, and Jae-Eun Lee. "The Effects of Knowledge Sharing and Relational Commitment between Partner Firms on Reverse Knowledge Transfer Capability of IJV: Focusing on the Mediating Effect of Knowledge Creation Capability." International Business Journal 25, no. 4 (November 30, 2014): 117–40. http://dx.doi.org/10.14365/ibj.2014.25.4.5.

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Haaber, Jakob, Sylvain Moineau, and Karin Hammer. "Activation and Transfer of the Chromosomal Phage Resistance Mechanism AbiV in Lactococcus lactis." Applied and Environmental Microbiology 75, no. 10 (March 13, 2009): 3358–61. http://dx.doi.org/10.1128/aem.02538-08.

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ABSTRACT AbiV is a chromosomally encoded phage resistance mechanism that is silent in the wild-type phage-sensitive strain Lactococcus lactis subsp. cremoris MG1363. Spontaneous phage-resistant mutants of L. lactis MG1363 were analyzed by reverse transcriptase PCR and shown to express AbiV. This expression was related to a reorganization in the upstream region of abiV. Transfer of abiV between two lactococcal strains, most likely by conjugation, was also demonstrated. To our knowledge, this is the first report of natural transfer of a chromosomally encoded phage resistance mechanism.

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Velsink, Hiddo, Ursula Backhausen, and Geert J. Roovers. "Developing a digital platform for knowledge disclosure of land subsidence." Proceedings of the International Association of Hydrological Sciences 382 (May 7, 2020): 851–55. http://dx.doi.org/10.5194/piahs-382-851-2020.

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Abstract. Land subsidence in areas with weak soils affects a large part of the Netherlands and causes many problems. To solve them diverse and specialized knowledge of possible measures to prevent, mitigate or reverse land subsidence is needed. This knowledge is fragmented over many agencies, companies and individuals. Here we show how data and knowledge are related and we stress the importance of implicit knowledge for knowledge transfer on land subsidence. It is demonstrated that land subsidence in the Netherlands is a “wicked problem”. This makes its solution cumbersome. However, we show that self-learning digital environments can help considerably in knowledge acquisition, storage and retrieval. We give an inventory of research questions that have still to be answered to make an digital environment really effective for a wicked problem like land subsidence.

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Zhu, Ying, and QiQi Xu. "Review and Prospect of the Research on Overseas R&D Investment of MNEs and Subsidiary Performance." International Journal of Business and Management 16, no. 3 (February 5, 2021): 36. http://dx.doi.org/10.5539/ijbm.v16n3p36.

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In recent years, as globalized R&D activities have been launched on a large scale, more and more scholars have started to study overseas investment activities, but most of the research perspectives only focus on overseas investment entry methods, investment motives, and less on the study of reverse technology spillover of overseas R&D investment and the relationship with parent company innovation performance. Unlike overseas investment, overseas R&D investment is based on the knowledge base view, which considers knowledge as an important resource for enterprises, and tacit knowledge that is not easily understood and difficult to be expressed plays a key role in creating competitive advantage for enterprises. The dissemination of tacit knowledge is based on face-to-face interactions between individuals or organizations, and overseas R&D allows R&D activities to be geographically close to overseas markets and host country environments, thus enabling the transfer of home country knowledge and the acquisition of local knowledge. This study focuses on the motivation of overseas R&D investment, reverse technology spillover and relationship with parent company performance, and discusses future research directions.

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Kogut, Clarice Secches, and Renato Dourado Cotta de Mello. "Reverse Knowledge Transfer on Emerging Market Multinationals: A Case Study of the Largest Private Bank in Latin America." Latin American Business Review 19, no. 1 (January 2, 2018): 77–103. http://dx.doi.org/10.1080/10978526.2018.1450152.

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Oh, Kum-Sik, and John Anchor. "Factors affecting reverse knowledge transfer from subsidiaries to multinational companies: Focusing on the transference of local market information." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 34, no. 4 (April 26, 2017): 329–42. http://dx.doi.org/10.1002/cjas.1440.

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Su, Yi, Wen Guo, and Zaoli Yang. "Reverse Knowledge Transfer in Cross-Border Mergers and Acquisitions in the Chinese High-Tech Industry under Government Intervention." Complexity 2021 (January 4, 2021): 1–18. http://dx.doi.org/10.1155/2021/8881989.

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The high-tech industry is the main force promoting the development of China’s national economy. As its industrial economic strength grows, China’s high-tech industry is increasingly using cross-border mergers and acquisitions (CBM&A) as an important way to “go out.” To explore the rules governing the process and operation mechanism of reverse knowledge transfer (RKT) through the CBM&A of China’s high-tech industry under government intervention, a tripartite evolutionary game model of the government, the parent company, and the subsidiary as the main subjects is constructed in this paper. The strategies adopted by the three subjects in the RKT game process are analysed, and the factors influencing RKT through CBM&A under government intervention are simulated and analysed using Python 3.7 software. The results show that, under government intervention, the parent company and subsidiary have different degrees of influence on each other. Subsidiaries are highly sensitive to the compensation rate of RKT. Positive intervention by the government tends to foster stable cooperation between the parent company and the subsidiary. However, over time, the government gradually relaxes its intervention in the RKT and innovation of multinational companies.

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McGuinness, Martina, Mehmet Demirbag, and Sasanka Bandara. "Towards a multi-perspective model of reverse knowledge transfer in multinational enterprises: A case study of Coats plc." European Management Journal 31, no. 2 (April 2013): 179–95. http://dx.doi.org/10.1016/j.emj.2012.03.013.

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Post, Klara, Jianhui Guo, Kathryn J. Howard, Michael D. Powell, Jennifer T. Miller, Amnon Hizi, Stuart F. J. Le Grice, and Judith G. Levin. "Human Immunodeficiency Virus Type 2 Reverse Transcriptase Activity in Model Systems That Mimic Steps in Reverse Transcription." Journal of Virology 77, no. 13 (July 1, 2003): 7623–34. http://dx.doi.org/10.1128/jvi.77.13.7623-7634.2003.

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ABSTRACT Human immunodeficiency virus type 2 (HIV-2) infection is a serious problem in West Africa and Asia. However, there have been relatively few studies of HIV-2 reverse transcriptase (RT), a potential target for antiviral therapy. Detailed knowledge of HIV-2 RT activities is critical for development of specific high-throughput screening assays of potential inhibitors. Here, we have conducted a systematic evaluation of HIV-2 RT function, using assays that model specific steps in reverse transcription. Parallel studies were performed with HIV-1 RT. In general, under standard assay conditions, the polymerase and RNase H activities of the two enzymes were comparable. However, when the RT concentration was significantly reduced, HIV-2 RT was less active than the HIV-1 enzyme. HIV-2 RT was also impaired in its ability to catalyze secondary RNase H cleavage in assays that mimic tRNA primer removal during plus-strand transfer and degradation of genomic RNA fragments during minus-strand DNA synthesis. In addition, initiation of plus-strand DNA synthesis was much less efficient with HIV-2 RT than with HIV-1 RT. This may reflect architectural differences in the primer grip regions in the p66 (HIV-1) and p68 (HIV-2) palm subdomains of the two enzymes. The implications of our findings for antiviral therapy are discussed.

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Peltokorpi, Vesa. "Corporate Language Proficiency and Reverse Knowledge Transfer in Multinational Corporations: Interactive Effects of Communication Media Richness and Commitment to Headquarters." Journal of International Management 21, no. 1 (March 2015): 49–62. http://dx.doi.org/10.1016/j.intman.2014.11.003.

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