Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
5107175 | Journal of World Business | 2016 | 13 Pages |
Abstract
Existing theories of international business and strategy do not fully explain how local knowledge disadvantage faced by foreign investors can be mitigated. We conducted an in-depth qualitative study into four MNCs to investigate the micro-processes of how they generated value from their dispersed sources of local knowledge in China. The results suggest an interactive model: that MNCs employed management processes encompassing three strategically interconnected efforts-global knowledge penetration, local-global knowledge blending, and local-global knowledge integration. The model highlights the interplay between global and local knowledge and challenges extant research that solely focuses on the transfer of either home-based or local knowledge.
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Business and International Management
Authors
Shenxue Li, Mark Easterby-Smith, Marjorie A. Lyles, Timothy Clark,