Journal ArticleDOI
Rethinking the literature on “multiple embeddedness” and subsidiary-specific advantages
TLDR
In this article, the authors synthesize the literature on embeddedness of MNE subsidiaries, rethinking the concept of multiple embeddedness in order to clarify the importance of the subsidiary-specific advantages.Abstract:
Purpose – This paper aims to synthesize the literature on embeddedness of MNE subsidiaries, rethinking the concept of “multiple embeddedness” in order to clarify the importance of the subsidiary-specific advantages. Design/methodology/approach – A new and innovative framework based on four key relationships: home country-specific advantages (CSAs)-Headquarters (HQ); HQ-subsidiary; subsidiary-host CSAs; and subsidiary-HQ. This framework is used to discuss the complex phenomenon of “multiple embeddedness”. Findings – The framework proposed sheds light on the subsidiary's need to develop and sustain over time its subsidiary-specific advantages (SSAs) and, where possible, to “upgrade” these SSAs and to integrate them across the entire network of the MNE. The framework is based on two pillars. The first one is the “creation and development” of firm-specific advantages (FSAs) (in the home country) and SSAs (in the host country); the second one is the “transfer” of these advantages from the parent to the subsidi...read more
Citations
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Journal ArticleDOI
The management of organizational ambidexterity through alliances in a new context of analysis: Internet of Things (IoT) smart city projects
TL;DR: Using structural equations modeling with data collected from 43 IoT smart city project alliances in Italy, evidence is found that MNEs need to develop knowledge management capabilities combined with ICT capabilities if they want to obtain greater ambidexterity performance at the project portfolio level.
Journal ArticleDOI
How MNC’s subsidiaries may improve their innovative performance? The role of external sources and knowledge management capabilities
TL;DR: It is argued that the firms which develop and possess superior KM capabilities have the ability to better manage external knowledge and combine it with the internal one, which means that subsidiaries with superior KM capability are more effective in using external R&D, augmenting the magnitude of their external sources of knowledge and, consequently, improving their innovative performance.
Journal ArticleDOI
Internet of Things: applications and challenges in smart cities: A case study of IBM smart city projects
TL;DR: An empirical testing on IBM Smart Cities projects was applied to demonstrate that the combination between the use of IoT and the implementation of the Open Innovation model within smart cities which has been changed the development of urban areas and effected firms’ innovativeness.
Journal ArticleDOI
Field or fields? Building the scaffolding for cumulation of research on institutional fields
TL;DR: The authors reviewed the literature and analyzed empirical studies of institutional fields to build scaffolding for the cumulation of research on institutional fields and revealed two types of fields: exchange and issue fields, with three subtypes of each.
Journal ArticleDOI
The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise
Olga Petricevic,David J. Teece +1 more
TL;DR: In this paper, the authors examine the emerging constraints on multinational enterprises, imposed by a bifurcated world order, and discuss how the dynamic capabilities framework can guide scholars and managers alike to achieve new forms of evolutionary fitness.
References
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Jan Johanson,Jan-Erik Vahlne +1 more
TL;DR: In this paper, a model of the internationalization process of a firm focusing on the gradual acquisition, integration and use of knowledge about foreign markets and operations, and on the incrementally increasing commitments to foreign markets is developed.
Journal ArticleDOI
The Effect of National Culture on the Choice of Entry Mode
Bruce Kogut,Harbir Singh +1 more
TL;DR: In this paper, the authors investigated the influence of national culture on the choice of entry modes in the United States market by analysing data on 228 entries into the market by acquisition, wholly owned greenfield and joint venture.