基于建构主义理论的母子公司知识管理研究

知识正在成为企业最主要的竞争资源根据建构主义理论,知识的接受有"顺应"和"同化"两个过程,母子公司的知识管理也可以依据建构主义理论,在知识管理的过程中注意情景因素的影响和构建,使母子公司之间的明晰知识和默会知识都得到较好地传递,从而提高集团公司的竞争力.本文从建构主义理论和知识情景理论出发,建立了母子公司知识管理的模型,并在此基础上对母子公司进行有效的知识管理提出了一些建议.     

母子公司管控

谈到母子公司管控，我们有必要对母子公司管控所需要研究的重点进行澄清．换句话说就是母子公司管控设计涉及哪些具体的内容。我们认为：母子公司管控设计至少涉及到以下几个方面：它包括母子公司关系边界的界定、母子公司的战略澄清、总部基本功能定位分析、选择母子公司的管控模式、母子公司管控运作机制设计等五个方面的内容。而这五个方面的内容又可以按照一定的操作步骤而展开．     

职业生涯管理与跨国企业并购中的人力资源整合

跨国企业并购的成败取决于对多种资源的整合效率。人力资源是企业组织中最具能动性的构成要素,其整合效率对跨国企业并购的成败有决定性影响。然而,由于种种原因,跨国企业并购中对人力资源的整合面临着诸多困难。职业生涯管理作为一种先进的人力资源管理模式,在人力资源整合方面有着突出功效。因此,在跨国企业并购中实施职业生涯管理,是解决人力资源整合难题的理性选择。     

跨国公司内部网络知识创新机理研究

跨国公司的组织结构从传统的母公司中心型的层级组织结构形式转变为全球导向型的网络结构,母子公司都成为网络上的节点.文章指出跨国公司内部网络的知识创新来源于全球创新节点、节点之间的相互合作创新和知识整合节点,并重点分析了上述三种知识创新机理.跨国公司应该充分利用此机理进行知识创新,维持其知识优势和竞争力.     

跨国企业内部知识转移动态理论模型构建

知识转移对于跨国企业的竞争力是至关重要的。跨国企业的一个重要的竞争优势就在于能够在全球范围内利用其各组织单位创造的知识。尽管这些组织单位为时间、空间和语言所分离,但跨国企业能在这样的组织网络中转移知识。本文试图建立跨国企业内部知识转移动态综合理论模型,来对跨国企业的知识转移实践过程进行动态研究分析。     

母公司与子公司间关系的若干法律问题

随着我国经济的不断发展,公司规模不断扩大,社会对于母子公司的要求也更为严格。为了提高母子公司间法律问题的工作效率及质量,从而保证母子公司处于正常运转状态,进而为母子公司节约更多成本,便有必要在综述母子公司概念的基础上,分析母公司与子公司间的关系,以法律问题为切入点,就提出具体的解决对策进行深入探究。     

跨国公司逆向知识转移母子公司内部激励机制研究

子公司的逆向知识转移已经成为许多新兴经济体母公司获取知识资源的重要手段.然而在实践中,普遍存在子公司知识转移意愿不强、投机主义盛行等问题.通过构建不完全信息下的分离均衡和混同均衡博弈模型,剖析了母子公司在逆向知识转移中的博弈行为及作用机制.以此为基础,构建不完全信息激励机制模型,通过向子公司提供信息租金以建立次级激励可行契约,从而优化母子公司在知识逆向转移中的激励行为.激励不足是母子公司知识转移动力不足的重要原因,此研究成果对于改善和优化母子公司的激励决策具有借鉴作用.     

刍议“双赢”视域中的母子公司结构

母子公司结构最早产生于跨国公司制度,伴随着现代公司制度发展到跨国公司阶段。母子公司结构成为现代公司制度下组织结构的较佳的可能选择。母子公司结构下的母公司与子公司通过母子公司结构纽带的整合可在人、财、物三方面达到双赢的结局,然而目前母子公司体制在运行过程中表现还不十分健全与完善。因此,在促进母子关系体制过程中,澄清几个基本认识,达成双方共识,使母子公司处于良好和谐的运行状态之中。     

集团公司人力资源管控模式探讨

企业集团管控是一项系统工程,研究集团母子公司的管理控制模式,特别是根据企业集团母子公司相关因素选择合适的人力资源管控模式,对整合集团人力资源、提升集团整体效益具有重要意义。     

基于知识结构的跨国公司子公司成长战略研究

基于知识结构的子公司成长实质上是子公司内外部知识积累互动、优化知识结构的过程。知识基及其构成是子公司成长的内在基本条件;母合知识结构及其外部知识结构的互动是子公司成长的真正机理;子公司知识结构的变化为其成长提供了可能。基于知识结构的子公司成长战略有利于我国企业与跨国公司人力资源和知识网络的有效嫁接,能够促进我国企业的持续快速成长。     

How do firms evolve? The patterns of technological evolution of semiconductor subsidiaries

This study draws on concepts from international strategy and evolutionary economics to investigate the development of innovative ability within multinational subsidiaries. The paper develops hypotheses regarding the evolution of subsidiary innovative abilities, and the changes across time of their knowledge sourcing and sharing patterns with other parts of the multinational enterprise and host country firms.The paper analyzes patent data pertaining to foreign subsidiaries of US semiconductor firms and finds support for subsidiary technological development—there are positive changes in the scale and scope of innovative activity across time. The results also suggest that subsidiaries are increasingly embedded in host country knowledge networks—as they mature, subsidiaries increasingly learn and share knowledge locally. Evidence of increasing integration with other firms within the multinational enterprise is weaker.     

Knowledge creation capability in MNC subsidiaries: Examining the roles of global and local knowledge inflows and subsidiary knowledge stocks

Grounded in knowledge-based theories of the multinational corporation (MNC) and building on organizational learning literature, this paper develops and tests a model of MNC subsidiaries’ knowledge creation capability as a joint function of knowledge inflows to subsidiaries and their knowledge stocks (i.e., subsidiaries’ internal human, social, and organizational capital). Survey-based data from 106 subsidiaries located in the U.S. suggests that local (i.e., host country) knowledge inflows to a subsidiary are more effective in enhancing a subsidiary's knowledge creation capability compared to global knowledge inflows from other units of the same MNC. Furthermore, results point to a not-invented-here syndrome in the exploitation of knowledge sourced from the parent company; such that when a subsidiary's internal social capital is high, the relationship between global knowledge inflows and knowledge creation capability is negative and when it is low, the relationship becomes positive.     

A transnational perspective on knowledge sharing: lessons learned from IKEA's entry into Russia,China and Japan

When adopting the view of the multinational corporation (MNC) as a transnational corporation, subsidiaries become strategic partners. It is important to recognize that within the MNC knowledge may originate also from subsidiaries and thus flow in different directions. The aim of the article is to understand the role of multiple knowledge flows when international retail firms enter new markets. A qualitative case study of IKEA is reported which focuses on lessons learnt from entering Russia, China and Japan. The discussion centres on forward, reverse and lateral knowledge flows within the IKEA world. Taking a transnational perspective stresses the need to understand multiple knowledge flows in order to secure both differentiation and integration.     

Learning from Older Siblings: Impact On Subsidiary Performance

Newer subsidiaries of a multinational enterprise (MNE) in a foreign (host) country will rarely possess the knowledge required for its performance. As such, a newer subsidiary will learn vicariously from the experiences of older subsidiaries of similar industries and the same MNE operating in the same host country. In particular, the newer subsidiary will learn two types of knowledge from older subsidiaries, namely, operational knowledge related to their experiences in the host country and their knowledge about local markets. Furthermore, we theorize that higher parent MNE ownership in newer subsidiaries will facilitate vicarious learning. We add that as newer subsidiaries gain experience, they become less dependent on vicarious learning from older subsidiaries. We find support for our hypotheses using a longitudinal sample of MNE subsidiaries in India. We conclude with implications for future research.     

Organizing for knowledge flows within MNCs

This paper conceptualizes the multinational corporation (MNC) as a network of knowledge flows and argues that, within the same MNC, subsidiary strategic roles can be expected to differ in terms of the extent and directionality of knowledge flows between a focal subsidiary and the rest of the corporation. Building on this framework, the paper hypothesizes and empirically tests for systematic associations between a subsidiary's knowledge-flow based strategic role and the systems and processes linking the subsidiary to the rest of the corporation. The empirical data, collected from 359 subsidiaries of major US, Japanese, and European MNCs (i) provide strong support to the notion of differentiated knowledge flow roles as well as differentiated systems and processes within MNCs, and (ii) suggest that innovation by foreign subsidiaries is more typically the result of autonomous initiative by the subsidiaries rather than strategic directives issued from corporate headquarters.     

HRM practices affecting extrinsic and intrinsic motivation of knowledge receivers and their effect on intra-MNC knowledge transfer

This paper explores why and how human resource management (HRM) matters for knowledge transfer within multinational corporations. It is built on the premise that there are certain HRM practices influencing extrinsic and intrinsic motivation of knowledge receivers. It is found that complementarity among HRM practices exists but does not always have a positive effect on knowledge transfer. Three hypotheses derived from these arguments are tested on data from 92 subsidiaries of Danish multinational corporations located in 11 countries.     

Foreign direct investment motivations and knowledge acquisition from MNEs in overseas subsidiaries

Despite studies exploring factors affecting knowledge acquisition from multinational enterprises in subsidiaries, what accounts for a successful acquisition is unresolved. We argue that such disparity may stem from inattention to investment motivations of multinational enterprises (MNEs) in foreign markets and to the fact that learning patterns of subsidiaries can be influenced by foreign firms' market‐seeking or efficiency‐seeking behaviors. We find that absorptive capacity in learning organizations and daily interactions with knowledge possessors are essential to learning from parent firms. In addition, active support from parent firms is particularly crucial for subsidiaries seeking to improve operational efficiency of MNEs. We also suggest that potential absorptive capacity plays a catalyst role in initiating knowledge acquisition, particularly in cases where MNEs have market‐seeking motivations. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

An exploration of multinational enterprise knowledge resources and foreign subsidiary performance

Successful international expansion requires that parent firms simultaneously transfer multiple MNE knowledge resources and their foreign subsidiaries effectively absorb and utilize the knowledge. In this study, we examine the relationships between multiple knowledge resources (technological and marketing knowledge), the relatedness between parents and foreign subsidiaries, and subsidiary performance. Relatedness is specifically linked to the type of knowledge being transferred from the parent (i.e., technological relatedness versus market relatedness). We hypothesize that subsidiary performance improves with (1) the integration of a parent firm's technological and marketing knowledge resources, (2) high technological (market) relatedness between a parent firm and subsidiaries for transfer of parent technological (market) knowledge and (3) the co-presence of high technological and market relatedness. We find general support in our analysis of pooled cross-sectional data on more than 4000 observations of foreign subsidiaries from 572 Japanese MNEs across 47 countries. Theoretical implications and future research are discussed.     

The challenge of Chinese state‐affiliated multinationals in benefiting from foreign subsidiary knowledge transfer: A criticism of light‐touch integration

Acknowledging the sharp growth of Chinese state‐affiliated multinationals and their strategic asset‐seeking investments abroad, this study investigates the effects of headquarters' home‐country political ties on the multinational‐wide benefits gained from subsidiary knowledge transfer in Chinese multinationals. It also looks at how these effects are mediated by organizational distance and social integration between headquarters and subsidiary. Based on a survey of 177 subsidiaries of 99 Chinese multinationals, we find that headquarters' political ties trigger organizational distance and hinder social integration between headquarters and foreign subsidiaries and these, in turn, hamper the potential benefits that Chinese multinationals derive from subsidiary knowledge transfer. This study identifies new challenges related to political ties and light‐touch integration in gaining benefits from subsidiary knowledge transfer.