Session 146

Global Knowledge Search

Track G

Date: Wednesday, October 14, 2009

 

Time: 10:00 – 11:15

Paper

Room: Meeting Room 15


Session Chair:
Michael A. Hitt, Texas A&M University and TCU

Title: Competitive Channels and Corporative Channels of MNC Local Technology Sourcing

Authors

  • Akie Iriyama, Waseda University
  • Sean Tsuhsiang Hsu, University of Pittsburgh

Abstract: We seek to conceptualize and synthesize two important channels of MNC technology sourcing from local organizations, i.e. corporative channels and competitive channels. The former includes alliances and technology licensing, where both technology sourcing firms (MNC subsidiaries) and technology origin firms (local firms) have an agreement of the technology transfer. The latter includes job-hopping and reverse engineering, where technology is leaked without intention of technology origin firms. Drawing from the learning theory, we argue that two channels differ in their effectiveness to MNC subsidiary’s performance, depending on several firm/environment contingencies. Using the large-scale survey data of Taiwanese MNC, we test the hypotheses developed from our theoretical argument. Our study draws important contributions to the international business literature as well as the broad management literature.

Title: Search in a Distant Land: An Organizational Learning Perspective of Internationalization and Exploratory Knowledge Search

Authors

  • Toyah Miller, Indiana University
  • Michael A. Hitt, Texas A&M University and TCU

Abstract: Research in international business and strategy emphasizes the acquisition of knowledge as an outcome of foreign expansion, and multiple research perspectives have viewed organizational experience an indicator of learning. We extend organizational learning theory to examine empirically how internationalization influences exploratory search, and explore how the rate and pattern of the firm’s expansion path moderates this effect. In a longitudinal study of pharmaceutical firms, this study reveals that depth of international experience, speed of internationalization, and institutional distance moderate the relationship between internationalization and exploratory search. This study provides important contributions to the fields of strategic management, international business, and organizational learning.

Title: The MNE Knowledge Transfer Process Seen as Co-Evolution: Evidence from a Longitudinal Study

Authors

  • Stephanie Hurt, Meredith College

Abstract: We report the findings of a longitudinal study of retailers setting up operations in Poland seen through the lens of international management knowledge transfer. We draw on our findings to demonstrate that knowledge transfer can no longer be considered unidirectional but more correctly as multi-directional and multi-level, where knowledge is exchanged between the host country (HC) national and societal level, the industry level and the organizational level, i.e., the internationalizing firm. This knowledge exchange leads to co-evolution where both the internationalizing firm and the host country (HC) acquire new knowledge and alter their behaviors. The firm, after attempting to replicate its model, learns to generate a hybrid model, affects and is affected by HC evolution, and transfers its learning back to the home office.

Title: Unpacking International Organizational Learning: The Impact of Firms’ Internal Knowledge Processes on New Market Entry Strategy and Performance

Authors

  • Michael Lord, Wake Forest University
  • Annette Ranft, University of Tennessee
  • Paul Nagy, Suffolk University

Abstract: This study addresses a significant gap in the literature by examining variations in firms’ internal diffusion and integration of new international market knowledge, including the impact on critical variables such as strategic entry mode choices and performance. We find significant effects of these intra-firm knowledge processes on both strategic choice and performance. Firms appear to vary widely in terms of how, how much, or how quickly they learn about new international markets, and in the benefits or disadvantages they realize accordingly. Our findings have direct implications for both the research and practice of international expansion and new market entry, as well as for planning and execution of global strategy and knowledge management more generally.

All Sessions in Track G...

Sun: 10:00 – 11:30
Session 270: Globalizing the Young Venture: A Conversation with Four High Tech CEOs
Sun: 13:00 – 14:30
Session 271: The Duke Offshoring Research Network Project: Implications for Research and Practice
Sun: 15:00 – 16:30
Session 272: Location, Knowledge, and Competitive Dynamics: New Research Directions
Sun: 16:30 – 17:30
Session 311: Global Strategy, IG Meeting
Mon: 12:45 – 14:00
Session 138: Doing Business in China
Mon: 15:45 – 17:00
Session 139: Offshoring & Outsourcing
Mon: 17:15 – 18:30
Session 142: Liability of Foreignness
Tue: 10:00 – 11:15
Session 140: Global Diversification and Firm Performance
Tue: 11:30 – 12:45
Session 145: Institutions and Governance in an Uncertain World
Tue: 14:30 – 15:45
Session 141: Entry Strategy & Location Choice
Session 143: Managing MNC Subsidiaries: Innovation, Control and Subsidiary Initiatives
Wed: 10:00 – 11:15
Session 146: Global Knowledge Search
Wed: 11:30 – 12:45
Session 147: Internationalizing the Firm: Institutions, Emerging Markets and Performance Considerations


Strategic Management Society

Washington DC