A CONCEPTUAL  MODEL OF CULTURAL  DISTANCE, MNC SUBSIDIARY ROLES, AND KNOWLEDGE TRANSFER IN CHINA-BASED SUBSIDIARIES Cover Image

A CONCEPTUAL MODEL OF CULTURAL DISTANCE, MNC SUBSIDIARY ROLES, AND KNOWLEDGE TRANSFER IN CHINA-BASED SUBSIDIARIES
A CONCEPTUAL MODEL OF CULTURAL DISTANCE, MNC SUBSIDIARY ROLES, AND KNOWLEDGE TRANSFER IN CHINA-BASED SUBSIDIARIES

Author(s): Prem Ramburuth, Cindy Qin, Yue Wang
Subject(s): Economy
Published by: Vilniaus Universiteto Leidykla
Keywords: MNCs1; knowledge transfer2; subsidiary role3; cultural distance4; China5;

Summary/Abstract: This conceptual paper seeks to review the literature on international strategic management, examine the trilateral interactive relations among national culture, subsidiary strategic context and knowledge transfer between China-based subsidiaries and their headquarters. Based on the Resource-Based View (RBV), cross-cultural management theories and other studies of international strategic management, we propose a conceptual model for understanding the interaction between cultural distance and subsidiary strategic context in the knowledge transfer process within MNCs, and ultimately the impact on the performance of subsidiaries. Drawing foundational support from this new model, we explore implications for future research.

  • Issue Year: 2/2011
  • Issue No: 04
  • Page Range: 8-27
  • Page Count: 20
  • Language: English
Toggle Accessibility Mode