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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/24389


    Title: International Strategies and Knowledge Transfer Experiences of MNCs' Taiwanese Subsidiaries
    Authors: 曾義明;Tseng, Yi-ming
    Contributors: 淡江大學國際貿易學系暨國際企業研究所
    Date: 2006-03
    Issue Date: 2009-11-30 18:19:55 (UTC+8)
    Publisher: New York: American Academy of Business
    Abstract: This research views the activities of international expansion on the part of MNCs as a process of knowledge transfer, and investigates the marketing knowledge transfer modes of MNC subsidiaries in Taiwan. Three modes of transfer are widely recognized in the literature: the global knowledge mode, host country knowledge development mode, and the standardized knowledge transfer mode. Results show that the types of global strategy adopted by MNCs clearly explain their selection of the knowledge transfer mode. Further, market similarity and strategic importance are also closely related to the selected transfer mode. Rapid changes in the nature of global competition have driven international managers and management researchers to search innovative ways to approach new challenges, tackle problems and answer questions as to how to manage complex multinational corporations most effectively. This has meant having to develop new theoretical perspectives with which to examine issues, such as those concerning the management of a set of foreign subsidiaries with diverse external environments and a wide range of internal skills and competencies. Researchers in organization theory (Levitt and March, 1988) as well as strategic management (Prahalad and Hamel, 1994) have identified organizational learning as one of the most important subjects for scholarly inquiry. A common thread among network theory (e.g., Ghoshal and Bartlett, 1990), organizational learning(e.g., Hedlund, 1986; 1994), and evolutionary theory (e.g.Kogut and Zander, 1993) is their focus on the multi-relationships within MNCs, and the view that the multinational organization as a whole can greatly benefit from the transfer of resources and competencies within the firm. This research examines the central role played by global strategies as they relate to the process of knowledge transfer as MNCs expand into international markets. By focusing on one particular type of competency – marketing knowledge, this research departs from past research that has traditionally focused on technology and other technical knowledge transfers. With only a few exceptions (Inkpen and Beamish, 1997), marketing knowledge has yet to receive proper conceptual and empirical attention as a competent source of competitive advantage that can be transferred inside MNCs. Indeed, the strategic significance of marketing knowledge to a firm’s international competitiveness warrants closer scrutiny.
    Relation: Journal of American Academy of Business, Cambridge 8(2), pp.120-125
    Appears in Collections:[國際企業學系暨研究所] 期刊論文

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