The Interplay of Networking Activities and Internal Knowledge Actions for Subsidiary Influence within MNCs

Zhaleh Najafi Tavani, Axèle Giroud, Ulf Andersson

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    Building on resource dependency theory; this research investigates the joint impacts of subsidiary knowledge based actions (Reverse Knowledge Transfer (RKT) and knowledge development) and networking activities (internal and external embeddedness) on its strategic influence in the multinational corporation. The proposed model was tested with data on 184 foreign owned subsidiaries in the United Kingdom. The results indicate that the possession of strategic resources (knowledge or embedded relations) is not adequate for a subsidiary to increase its influence unless it is accompanied with RKT.
    Original languageEnglish
    Title of host publicationProceedings of the 54rd Annual Meeting of the Academy of International Business
    EditorsSusan Feinberg, Tunga Kiyak
    Place of PublicationEast Lansing, MI
    PublisherAcademy of International Business
    Publication date2012
    Publication statusPublished - 2012
    EventAIB 2012 Annual Meeting: Rethinking the Roles of Business, Government and NGOs in the Global Economy - George Washington University and University of Maryland, Washington, United States
    Duration: 30 Jun 20123 Jul 2012
    Conference number: 54


    ConferenceAIB 2012 Annual Meeting
    LocationGeorge Washington University and University of Maryland
    Country/TerritoryUnited States
    Internet address
    SeriesAcademy of International Business. Annual Meeting. Proceedings

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