The performance effects of vertical and horizontal subsidiary knowledge outflows in multinational corporations |
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| Institution: | 1. Department of Management and Economics, Superior School of Technology and Management, Polytechnic Institute of Leiria, CIGS, ADVANCE, Campus 2, Morro do Lena, Alto do Vieiro, 2411 – 901 Leiria, Portugal;2. College of Business and Economics, Lehigh University, Rauch Business Center, 365, 621 Taylor Street, Bethlehem, PA, USA;3. Nova School of Business and Economics, Universidade Nova Lisboa, Portugal;4. CERGAM, IAE Aix, Aix Marseille Université, France;1. Department of Business Studies, Uppsala University, Sweden;2. Public University of Navarre, Spain;1. University of Barcelona, Faculty of Economy and Business Administration, Department of Business Administration, Av. Diagonal 690, 08034 Barcelona, Spain;2. University of Valencia, Faculty of Economics, Department of Management, Av. dels Tarongers s/n., 46022 Valencia, Spain;1. Management School, University of Sheffield, 9 Mappin Street, Sheffield, S1 4DT, United Kingdom;2. Strathclyde Business School, University of Strathclyde, 199 Cathedral Street, Glasgow, G4 0QU, United Kingdom;3. Warwick Business School, University of Warwick, Coventry, United Kingdom |
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| Abstract: | Horizontal and vertical subsidiary knowledge outflows in multinational corporations (MNCs) are argued to be central to effective MNC performance. Building on the knowledge-based view of the firm, we develop a conceptual model to investigate the performance consequences, determinants and interaction effects due to coordination and control mechanisms, of horizontal and vertical MNC subsidiary knowledge outflows. The hypotheses are empirically tested with a dataset comprised of survey and archival data from over 200 MNC subsidiaries. Results indicate that explicitness and communication positively influence vertical and horizontal subsidiary knowledge outflows and that national cultural distance, centralization, formalization, and specialized resources moderate these influences. We also find that knowledge outflows to headquarters and to peer subsidiaries enhance an MNC's financial performance (i.e., return on assets). The results provide substantive evidence as to how vertical and horizontal knowledge operate within MNCs. |
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| Keywords: | Knowledge outflows Multinational corporations Subsidiaries |
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