Knowledge Acquisition of Local Managers: Its Antecedents and Effectiveness

2016 ◽  
pp. 64-86
Author(s):  
Lam Dao Thi Thanh ◽  
Loi Nguyen Anh
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Acquisition ◽  
Tacit Knowledge ◽  
Multinational Corporations ◽  
Joint Ventures ◽  
International Joint Ventures ◽  
Dyadic Data ◽  
Types Of Knowledge ◽  
Tacit Knowledge Transfer ◽  
International Joint

The objectives of this article are to examine how expatriates and local managers of the subsidiaries of Multinational Corporations’ (MNCs), or joint ventures, interact to affect local managers’ learning; and to investigate how local managers’ knowledge acquisition from expatriates affects their own performance. To achieve those objectives, the research utilises both quantitative and qualitative exploratory approaches. Data were collected from surveys and indepth interviews at 109 international joint ventures in Vietnam, including dyadic data from 68 local manager-expatriate duos. Through the survey, this research confirms the hypothesis that expatriation fosters tacit knowledge transfer. It also suggests that receivers have a stronger impact on knowledge acquisition than providers. In addition, we find that among various types of knowledge being transferred in expatriate-local manager interactions, only ‘acquired tacit professional’ knowledge affects local managers’ performance.

Organizational learning and knowledge acquisition

2019 ◽  
pp. 312-344
Author(s):  
John Child ◽  
David Faulkner ◽  
Stephen Tallman ◽  
Linda Hsieh
Keyword(s):  
Organizational Learning ◽  
Knowledge Acquisition ◽  
Joint Ventures ◽  
Learning Processes ◽  
International Joint Ventures ◽  
Barriers To Learning ◽  
Potential Barriers ◽  
New Knowledge ◽  
International Joint ◽  
Alliance Partners

Chapter 14 recognizes that many alliances are established in order to enhance a company’s knowledge or capacity to generate new knowledge through learning. It identifies different forms of learning in and through alliances. Alliance partners’ motives toward learning are extremely significant, and the chapter distinguishes between alliances in which partners seek to learn collaboratively for their mutual benefit from other alliances in which learning becomes competitive and potentially exploitative. Effective organizational learning through alliances requires several conditions to be in place and the presence or otherwise of these conditions gives rise to a range of learning processes identified by research on international joint ventures. The closing sections of this chapter turn to the process whereby alliance learning can be facilitated. They identify the potential barriers to learning in alliances, and how the process might be managed constructively.

Knowledge acquisition from foreign parents in international joint ventures: An empirical study in Vietnam

2006 ◽  
Vol 15 (5) ◽  
pp. 463-487 ◽  
Author(s):  
Phan Thi Thuc Anh ◽  
C. Christopher Baughn ◽  
Ngo Thi Minh Hang ◽  
Kent E. Neupert
Keyword(s):  
Empirical Study ◽  
Knowledge Acquisition ◽  
Joint Ventures ◽  
International Joint Ventures ◽  
International Joint

Demystifying the role of internal dynamics in the path of innovative competitiveness: a serial mediation model of international joint ventures

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vijita Aggarwal ◽  
Madhavi Kapoor
Keyword(s):  
Knowledge Transfer ◽  
Absorptive Capacity ◽  
Joint Ventures ◽  
International Joint Ventures ◽  
Equation Modeling ◽  
Internal Dynamics ◽  
Content Type ◽  
Organizational Competencies ◽  
International Joint

PurposeThe study proposes and evaluates a parsimonious research framework by integrating the major strategic theories related to an international firm's internal dynamics. This research's essence lies in the proposition that organizational competencies, knowledge resources and processes, absorptive capacity and innovativeness form the underlying base for sustainable competitive advantage in this dynamic world.Design/methodology/approachA cross-sectional explanatory research design is adopted. Using the quantitative data obtained from the sample of Indian international joint ventures (IJVs), partial least squares structural equation modeling (PLS-SEM) is deployed to confirm the proposed relationships among the research constructs. Finally, qualitative interviews helped in triangulating the primary survey's results.FindingsA well-established relationship between knowledge transfer and innovation is negated by the Indian IJVs' data, which is delved deeper with cross-industry qualitative analysis. The novel hierarchical model with multiple mediations has nurtured quite exciting results for the business world with some significant theoretical and managerial implications.Research limitations/implicationsThis study has investigated the nexus between multi-dimensional organizational competencies, knowledge transfer, absorptive capacity and venture innovativeness in the context of Indian IJVs. It has emphasized the role of internal dynamics in cross-cultural joint ventures to attain sustainable competitiveness through strategic and technological efficiency.Originality/valueThe study has addressed the specific research gap of under-investigation of dynamic capabilities and sustainable competitiveness in international joint ventures. It has investigated a complex model of multiple mediations, yielding interesting quantitative results with qualitative insights; which is rare to match in literature.

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