کد مقاله | کد نشریه | سال انتشار | مقاله انگلیسی | نسخه تمام متن |
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1002673 | 937447 | 2008 | 13 صفحه PDF | دانلود رایگان |

In a sample of 172 of the largest chaebol firms, included in 51 chaebols, and 1057 foreign subsidiaries, we tested the association between foreign subsidiary performance and the procedural and coordinative knowledge-sharing across peer group-affiliated companies (GACs) within the chaebol, as well as the knowledge transfer between the chaebol headquarter unit and its foreign subsidiary. We found three interesting results. First, coordinative knowledge-sharing has a stronger impact on subsidiary performance than procedural knowledge-sharing does. Second, in the case of headquarters-subsidiary knowledge transfer, coordinative knowledge-sharing is positively and significantly associated with subsidiary performance, but procedural knowledge-sharing is negatively and significantly associated with subsidiary performance. Finally, organizational ambidexterity in deploying both procedural and coordinative knowledge-sharing is positively and significantly related to subsidiary performance.
Journal: International Business Review - Volume 17, Issue 5, October 2008, Pages 533–545