Learning from Older Siblings: Impact On Subsidiary Performance |
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| Affiliation: | 1. University of Massachusetts, Amherst, Isenberg School of Management, 121, Presidents Drive, Amherst, MA 01003, USA;2. Newcastle University Business School, 5 Barrack Road, Newcastle upon Tyne NE1 4SE, United Kingdom;1. UCP – Universidade Católica Portuguesa – Porto, Rua Diogo Botelho, 1372, Porto 4169-005, Portugal;2. ESPM – Escola Superior de Propaganda e Marketing, Rua Dr. Álvaro Alvim, 123, São Paulo, SP 04018-010, Brazil;1. University of Exeter, UK;2. Research Institute of Industrial Economics, Sweden;3. City University of Hong Kong, China;4. University of Leeds, UK;1. Hochschule für Technik und Wirtschaft Berlin, Department of Business and Law, Treskowallee 8, 10318 Berlin, Germany;2. Royal Holloway, University of London, School of Business and Management, Egham, Surrey, TW20 0EX, UK;3. Bangor University, Bangor Business School, Bangor, Gwynedd LL57 2DG, UK;1. School of Management, Xi’an Jiaotong University, 28 West Xianning Road, Xi’an 710049, China;2. Jindal School of Management, University of Texas at Dallas, 800 West Campbell Road, SM 43, Richardson, TX 75080, USA;1. Stockholm Business School, Stockholm University, Sweden;2. Beedie School of Business, Simon Fraser University, Canada;3. Graduate School of Management, St. Petersburg University, Russia;1. Faculty of Business and Economics, University of Hong Kong, Pokfulam Road, Hong Kong;2. Shenzhen Audencia Business School, WeBank Institute of Fintech, Guangdong Laboratory of Artificial Intelligence and Digital Economy (SZ), Shenzhen University, 3688 Nanhai Road, Shenzhen 518060, China;3. School of Management, Jinan University, Guangzhou, China;4. Faculty of Business and Economics, The University of Hong Kong, Pokfulam, Hong Kong |
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| Abstract: | 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. |
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| Keywords: | MNE subsidiary performance Experiential learning Vicarious learning MNE ownership Emerging markets |
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