AIB 2012 Conference Proceedings - Academy of International ...

TUESDAY
How Does Structural Position Impact Subsidiaries' Knowledge Development and Reverse Knowledge Transfer
Zhaleh Najafi Tavani, University of Leeds
Rudolf Sinkovics, University of Manchester
Tamer Cavusgil, Georgia State University
Employing the well established dimensions of external embeddedness and subsidiary-parent firm
embeddedness, a four quadrant framework of subsidiary structural position, Partner, Fencesitter, Receptive, and
Detached subsidiaries, was developed. Variation within the four groups of subsidiaries is then analysed in terms
of knowledge development and reverse knowledge transfer. Results from 184 subsidiaries operating in
Knowledge Intensive Business Service (KIBS) sectors in the United Kingdom indicate significant inter-group
differences in terms of knowledge development and reverse knowledge transfer. Moreover, the empirical data
show that, while high degree of external embeddedness is the pivotal element of subsidiary knowledge
development, high level of subsidiary-parent firm embeddedness is the main determinant of reverse knowledge
transfer. (For more information, please contact: Zhaleh Najafi Tavani, University of Leeds, United Kingdom:
z.najafitavani@leeds.ac.uk)
Knowledge Co-Creation across National Boundaries: Trends and Firms' Strategies
Wan-Ting Su, National Tsing Hua University
Bou-Wen Lin, National Tsing Hua University
In the era of global knowledge economy, knowledge creation has noticeably thrived across the national
boundaries; it plays an increasingly important role in the open innovation paradigm. What are patterns and
characteristics of knowledge that is co-created across national boundaries How is it different from knowledge
created within the border How is co-created knowledge used by companies How is internationalization related
to firms' strategies of knowledge co-creation In spite of their central importance to the theory and practice of
knowledge management, these questions have not been discussed. Our paper identifies a patent whose
initiative owners are from different countries as an indicator of knowledge co-created across national boundaries
and shows the trends of cross-border knowledge by using the longitudinal patent data analysis over 30 years.
Our results show that knowledge co-created across borders displays higher value and there exists heterogeneity
of knowledge co-creation patterns in Triad regions. In order to enter global markets, to discern trends in local
markets, to tap into the local knowledge and to access further sources of new technology, firms can use
mechanisms for co-creating knowledge with local firms. (For more information, please contact: Wan-Ting Su,
National Tsing Hua University, Taiwan: szlin0831@gmail.com)
TMT Identification, Knowledge Creation, and International Joint Venture Performance: Does National Diversity
Matter
Bi-Juan Zhong, Ohio State University
Yaping Gong, Hong Kong University of Science and Technology
Oded Shenkar, Ohio State University
Yadong Luo, University of Miami
The literature about the role of organizational identification on knowledge creation in teams has mixed findings.
This study proposes that team national diversity constitutes an important condition to curtail the potential
drawbacks of a team's superordinate identification. We proposed that knowledge creation potential in
multinational teams will be best achieved when national diversity and superordinate identification are
acknowledged and promoted simultaneously. Using data from 185 top management teams of international joint
ventures (IJVs), we found our model supported. TMT IJV identification was positively related to IJV
performance via increased knowledge creation and this benefit was realized only when TMT national diversity
was high. (For more information, please contact: Bi-Juan Zhong, Ohio State University, USA:
zhong_40@fisher.osu.edu)
AIB 2012 Conference Proceedings
Page 191