These emerging market MNCs seek reverse knowledge transfer from subsidiaries operation in developed countries.
Knowledge sourcing from advanced markets subsidiaries: political embeddedness and reverse knowledge transfer barriers in emerging-market multinationals.
Using a thorough systematic review over a 15-year period in top-tier journals, this thematic analysis finds interesting literature gaps to be filled and proposes a theoretical framework that conceptualizes the reverse knowledge transfer as a complex process; moreover, we offer a detailed view on the phenomenon of reverse knowledge transfer, seeking to contribute to a better understanding of it and providing a basis to assist corporate managers in global strategic planning and knowledge management and scholars in future academic research in the field.
The literature on such bottom-up transfer, referred hereafter as reverse knowledge transfer (RKT), is still limited (Ambos, Ambos, & Schlegelmilch, 2006; Criscuolo, 2009; Hakanson & Nobel, 2001; J.
Abstract In this paper, we examine the effects of subsidiary level factors on reverse knowledge transfer (RKT) in MNEs from the emerging market of India (EM-MNEs).
Keywords Reverse knowledge transfer * Emerging market multinationals * Subsidiary role * Collaboration * Subsidiary competence * India
This knowledge transfer process, from subsidiary to parent company, is called reverse knowledge transfer
(Ambos, Ambos, & Schlegelmilch, 2006).
Among their topics are a neo-Schumpeterian approach to public sector economics, the case of the Cambridge/Boston biotechnology cluster as a case study to investigate whether clustering still benefits high technology new ventures, reverse knowledge transfer
and its implications for European policy, promoting effective university commercialization, a theory-based dynamical model of exaptive innovation processes, and the role of interfaces in product architecture and firm organization.
Where highly established and active contacts exist, they strongly shape not only the potential for return moves, but also support reverse knowledge transfer
They further argued that secondary and reverse knowledge transfer
is rooted in the success of the primary transfer.
While existing studies on reverse knowledge transfer
have mainly focused on the movement of knowledge from subsidiaries to the headquarters of MNEs, or among subsidiaries with rare exceptions (Wei et al.
Building upon knowledge-based and network views, this paper seeks to examine how subsidiary characteristics (subsidiary willingness and subsidiary external embeddedness) and relationship characteristics (internal embeddedness, socialization mechanisms and shared values) impact the extent of Reverse Knowledge Transfer