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The effects of subsidiary’s leadership and entrepreneurship on international marketing knowledge transfer and new product development
Institution:1. CARME, School of Technology and Management, Polytechnic of Leiria, CSG/ADVANCE, Campus 2, Morro do Lena, Alto do Vieiro, 2411 - 901 Leiria, Portugal;2. CSG/ADVANCE, ISEG - Lisbon School of Economics & Management, Universidade de Lisboa, Rua Miguel Lupi, no. 20, 1249-078 Lisbon, Portugal;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. Department of Management, Monash Business School, Monash University, Caulfield Campus, Caulfield East, Victoria 3145, Australia;2. Professor of International Business, The Business School, University of South Australia, North Terrace, Adelaide 5001, South Australia, Australia;3. Université Paris-Saclay, UVSQ, Larequoi, 78000 Versailles, France;4. Department of Economics and Management, University of Florence, Via delle Pandette, 9, 50127 Firenze, Italy;1. The Open University Business School, Walton Hall, Milton Keynes, MK7 6AA, United Kingdom;2. Cork University Business School, University College Cork, College Road, Cork, T12 K8AF, Ireland;3. Surrey Business School, University of Surrey, Guildford, Surrey, GU2 7XH, United Kingdom;1. University of North Carolina at Greensboro, P.O. Box 26170, Greensboro, NC 27402, USA;2. Florida International University, Modesto A. Maidique Campus, 11200 S.W. 8th St., Miami, FL 33199, USA;3. Erasmus University, 3000 DR Rotterdam, The Netherlands;4. Siena College, 515 Loudon Road, Loudonville, NY 12211, USA;5. East Carolina University, 3132 Bate Building, Greenville, NC 27858, USA
Abstract:This study investigates the role of a strong subsidiary leadership and entrepreneurial culture in the promotion of marketing knowledge inflows. We further examine their consequences on the subsidiary’s ability to develop new products when moderated by the tacitness of knowledge. The data were collected from 202 Portuguese subsidiaries of multinational corporations and were analyzed using partial least squares structural equation modelling to test the hypotheses. The results indicate that subsidiaries’ strong leadership support and entrepreneurial culture are fundamental mechanisms that foster marketing knowledge inflows from both the headquarters and peer subsidiaries. Moreover, marketing knowledge inflows enhance the focal subsidiary’s innovation abilities. We also find that tacit knowledge exerts contradictory moderating effects on the transfers of marketing knowledge, carrying distinct implications for a subsidiary’s knowledge management. The results expand our understanding of the effectiveness of transferring marketing knowledge among multinational corporations’ (MNCs) subsidiaries.
Keywords:Marketing knowledge  Subsidiary  Leadership  Entrepreneurship  Tacitness  New product development
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