Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
984838 | Research Policy | 2007 | 34 Pages |
Abstract
We examined 79 Japanese MNCs’ R&D subsidiaries in the US from the knowledge-based view. We found: (1) subsidiaries’ R&D strategies generally encouraged knowledge flows; (2) subsidiaries’ R&D alliances promoted knowledge flows; (3) R&D subsidiaries with process-oriented incentives promoted vertical knowledge flows; (3) autonomous R&D subsidiaries promoted knowledge flows from the local environments to the subsidiary; (4) R&D subsidiaries with a high level of knowledge flows accumulated a high level of knowledge; and (5) R&D subsidiaries with a high level of accumulated knowledge achieved high overall performance. Our interviews with 30 R&D subsidiaries and 10 parent companies supplement these findings.
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Authors
Sam Kurokawa, Satoshi Iwata, Edward B. Roberts,