Journal of Management, 34 (5), 2008 – interesting articles

[Deutscher Titel: Journal of Management, 34 (5), 2008 – interessante Artikel (Text übersetzen: Deutsch)]

Journal of Management, Vol. 34, No. 5, 2008

Qin Yang, Ram Mudambi, and Klaus E. Meyer
Conventional and Reverse Knowledge Flows in Multinational

  • Abstract: Leveraging knowledge from geographically disparate subsidiaries is a crucial source of competitive advantage for multinational corporations (MNCs). This study investigates the determinants of knowledge transfers to and from newly acquired subsidiaries in three transition economies in Central and Eastern Europe. It is hypothesized that the determinants of conventional knowledge transfers from MNC parents to subsidiaries and reverse knowledge transfers from subsidiaries to MNC parents are based on different transfer logics. A sample of 105 acquired subsidiaries revealed that organizational characteristics are important in conventional knowledge flows from headquarters, so that subsidiaries acquired with competence-creating objectives receive significantly larger inflows. Knowledge characteristics are important in reverse flows to headquarters so that subsidiaries whose knowledge is more relevant are able to transmit significantly larger outflows. Host country locations have significant moderating effects. The significance of the directional context in knowledge transfers is an important new finding.
  • Key Words: knowledge management • knowledge relevance • acquisitions • multinational subsidiaries • transition economies
  • DOI (Link): 10.1177/0149206308321546

Heli Wang and Jiatao Li 
Untangling the Effects of Overexploration and Overexploitation on Organizational Performance: The Moderating Role of Environmental Dynamism 925-951

  • Abstract: Because a firm’s optimal knowledge search behavior is determined by unique firm and industry conditions, organizational performance should be contingent on the degree to which a firm’s actual level of knowledge search deviates from the optimal level. It is thus hypothesized that deviation from the optimal search, in the form of either overexploitation or overexploration, is detrimental to organizational performance. Furthermore, the negative effect of search deviation on organizational performance varies with environmental dynamism; that is, overexploitation is expected to become more harmful, whereas overexploration becomes less so with an increase in environmental dynamism. The empirical analyses yield results consistent with these arguments. Implications for research and practice are correspondingly discussed.
  • Key Words: overexploitation/overexploration • consistency in search • environmental dynamism • organizational performance
  • DOI (Link): 10.1177/0149206308321547

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