Skip to main content
SpringerLink
Log in

Reverse Knowledge Transfer from Overseas Acquisitions: A Survey of Indian MNEs

  • Research Article
  • Published:
Management International Review Aims and scope Submit manuscript

Abstract

In this paper, we examine the effects of subsidiary level factors on reverse knowledge transfer (RKT) in MNEs from the emerging market of India (EM-MNEs). We argue that subsidiary level competencies and capabilities play a vital role in persuading the parent EM-MNEs to initiate the RKT in their attempt to overcome the disadvantages they have. The competency levels of the subsidiary have been captured in terms of the role that the subsidiary has in the network and its host country endowments. In addition, RKT requires the subsidiary units to collaborate closely with the parent EM-MNEs and is also dependent on the extent of complexity of this knowledge. The study involves a survey of MNEs from the emerging market of India with overseas acquisitions. We develop a set of hypotheses and test them with the data using OLS regression. Results show that higher levels of collaboration facilitate RKT to the parent firm, and this effect is more prominent in high technology and knowledge intensive industries. Also, subsidiaries that hail from host countries with a higher competitive index compared to India and those that perform the role of specialised contributors contribute more towards RKT. In addition, a higher level of knowledge complexity leads to a greater extent of RKT.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

Notes

  1. Weaknesses external to the firm are underdeveloped markets, unsophisticated customers, weak suppliers, and other input scarcities, infrastructure bottlenecks and institutional voids. Weaknesses internal to the firm are limited global exposure, lower technological and managerial standards, inadequate resources and capabilities, lack of credibility and legitimacy (Madhok and Keyhani 2012).

  2. Age, revenue figures (2010–2011), profit-loss figures (2010–2011).

  3. Federation of Indian Chambers of Commerce and Industry.

  4. Supplemented also with Grant Thornton, 2010; IBEF, 2006; Mape, 2006; BCG, 2009; Grant Thornton (M&A) Dealtrackers 2005–2010.

  5. We would like to thank an anonymous referee for this helpful suggestion. From the FICCI list of India M&As (secondary data) and based on the information in the company websites and press releases of these acquisitions, we arrived at a qualitative judgment on the subsidiary mandate for 60 of these acquisitions (chosen randomly). It was seen that based on this exercise, 23 % of the subsidiaries had a world mandate, 32 % were local implementers and 45 % were strategic contributors. This is not very different from the pattern seen in the choice of subsidiaries by our respondents.

  6. Based on the 12 pillars of Institution, Infrastructure, Macroeconomic environment, Health and primary education, Higher education and training, Goods market efficiency, Labor market efficiency, Financial market development, Technological readiness, Market size, Business sophistication, Innovation.

  7. It has been developed by the OECD and Eurostat (available on the web at http://ec.europa.eu/environment/emas/pdf/general/nacecodes_en.pdf).

  8. European Technical Centre in UK (2005), INCAT International in UK (2005) and Jaguar & Land Rover in UK (2008).

References

  • Almeida, P., & Kogut, B. (1999). Localization of knowledge and the mobility of engineers in regional networks. Management Science, 45(7), 905–917.

    Article  Google Scholar 

  • Ambos, T. C., & Ambos, B. (2009). The impact of distance on knowledge transfer effectiveness in multinational corporations. Journal of International Management, 15(1), 1–14.

    Article  Google Scholar 

  • Ambos, T. C., Ambos, B., & Schlegelmilch, B. B. (2006). Learning from foreign subsidiaries: an empirical investigation of headquarters’ benefits from reverse knowledge transfers. International Business Review, 15(3), 294–312.

    Article  Google Scholar 

  • Asmussen, C. G., Pedersen, T., & Dhanaraj, C. (2009). Host-country environment and subsidiary competence: extending the diamond network model. Journal of International Business Studies, 40(1), 42–57.

    Article  Google Scholar 

  • Aulakh, P. (2007). Emerging multinationals from developing economies: motivations, paths and performance. Journal of International Management, 13(3), 235–240.

    Article  Google Scholar 

  • Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16(1), 74–94.

    Article  Google Scholar 

  • Bangara, A., Freeman, S., & Schroder, W. (2012). Legitimacy and accelerated internationalisation: an Indian perspective. Journal of World Business, 47(4), 623–634.

    Article  Google Scholar 

  • BCG (2012). The 2011 BCG global challengers: companies on the move: rising stars from rapidly developing economies are reshaping global industries. https://www.bcgperspectives.com/content/articles/globalization_companies_on_the_move_2011_global_challengers/. Accessed June 2012.

  • Bertoni, F., Elia, S., & Rabbiosi, L. (2008). Driver of acquisitions from BRICs to advanced countries: firm level evidence. DIG-Politecnico di Milano Working Paper.

  • Bhaumik, S., & Driffield, N. (2011). Direction of outward FDI of EMNEs: evidence from the Indian pharmaceutical sector. Thunderbird International Business Review, 53(5), 615–628.

    Article  Google Scholar 

  • Birkinshaw, J., & Morrison, A. (1995). Configurations of strategy and structure in subsidiaries of multinational corporations. Journal of International Business Studies, 26(4), 729–754.

    Article  Google Scholar 

  • Björkman, I., Barner-Rasmussen, W., & Li, L. (2004). Managing knowledge transfer in MNCs: the impact of headquarters control mechanisms. Journal of International Business Studies, 35(5), 443–455.

    Article  Google Scholar 

  • Björkman, I., Fey, C. F., & Park, H. J. (2007). Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study. Journal of International Business Studies, 38(3), 430–446.

    Article  Google Scholar 

  • Bonaglia, F., Goldstein, A., & Mathews, J. A. (2007). Accelerated internationalization by emerging markets’ multinationals: the case of the white goods sector. Journal of World Business, 42(4), 369–383.

    Article  Google Scholar 

  • Bower, D. J., & Sulej, J. (2005). The Indian challenge: the evolution of a successful new global strategy in the pharmaceutical industry. Innogen Working Paper, No. 21.

  • Brown, J. S., & Duguid, P. (1991). Organizational learning and communities-of-practice: toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40–57.

    Article  Google Scholar 

  • Business Week (2006). Emerging giants, Cover story, July 31.

  • Chandler, C. (2007). India’s global reach. Fortune, 156(8), 151–158.

    Google Scholar 

  • Chen, V. Z., Li, J., & Shapiro, D. M. (2012). International reverse spillover effects on parent firms: evidences from emerging market MNEs in developed markets. European Management Journal, 30(3), 204–218.

    Article  Google Scholar 

  • Chin, W. W. (1998). The partial least squares approach to structural equation modelling. In G. A. Marcoulides (Ed.), Modern methods for business research (pp. 295–336). Mahwah: Lawrence Erlbaum Associates.

    Google Scholar 

  • Chittoor, R., & Ray, S. (2007). Internalization paths of Indian pharmaceutical firms: a strategic group analysis. Journal of International Management, 13(3), 338–355.

    Article  Google Scholar 

  • Chittoor, R., Sarkar, M. B., Ray, S., & Aulakh, P. S. (2009). Third world copycats to emerging multinationals: institutional changes and organizational transformation in the Indian pharmaceutical industry. Organization Science, 20(1), 187–205.

    Article  Google Scholar 

  • Cho, K. R., & Lee, J. (2004). Firm characteristics and MNC’s intra-network knowledge sharing. Management International Review, 44(4), 435–455.

    Google Scholar 

  • Contractor, F. J. (2013). “Punching above their weight”: the sources of competitive advantage for emerging market multinationals. International Journal of Emerging Markets, 8(4), 304–328.

    Article  Google Scholar 

  • Cuervo-Cazura, A. (2012). Extending theory by analyzing developing country multinational companies: solving the Goldilocks debate. Global Strategy Journal, 2(3), 153–167.

    Article  Google Scholar 

  • D’Agostino, L. M., & Santangelo, G. D. (2012). Do overseas R&D laboratories in emerging markets contribute to home knowledge creation? an extension of the double diamond model. Management International Review, 52(2), 251–273.

    Article  Google Scholar 

  • Demirbag, M., & Glaister, K. (2010). Factors determining offshore location choice for R&D projects: a comparative study of TRIAD regions. Journal of Management Studies, 47(8), 1534–1560.

    Article  Google Scholar 

  • Demirbag, M., McGuinness, M., & Altay, H. (2010). Perceptions of institutional environment and entry mode: FDI from an emerging country. Management International Review, 50(2), 207–240.

    Article  Google Scholar 

  • Demirbag, M., Tatoglu, E., & Glaister, K. (2009). Equity-based entry modes of emerging country multinationals: lessons from Turkey. Journal of World Business, 44(4), 445–462.

    Article  Google Scholar 

  • Dhanaraj, C., Lyles, M. A., Steensma, H. K., & Tihanyi, L. (2004). Managing tacit and explicit knowledge transfer in IJVs: the role of relational embeddedness and the impact on performance. Journal of International Business Studies, 35(5), 428–442.

    Article  Google Scholar 

  • Dunning, J. H., Kim, C., & Park, D. (2008). Old wine in new bottles: a comparison of emerging-market TNCs today and developed-country TNCs thirty years ago. In K. Sauvant (Ed.), The rise of transnational corporations from emerging markets: threat or opportunity? (pp. 158–180). Northampton: Edward Elgar.

    Google Scholar 

  • Eaton, L., & Louw, J. (2000). Culture and self in South Africa: individualism-collectivism predictions. Journal of Social Psychology, 140(2), 210–217.

    Article  Google Scholar 

  • Economist (2008). Wind of change: emerging-market multinationals. Jan 10.

  • Elango, B., & Pattnaik, C. (2011). Learning before making the big leap acquisition strategies of emerging market firms. Management International Review, 51(4), 461–481.

    Article  Google Scholar 

  • FICCI (2006). Study conducted on 306 foreign acquisitions by Indian firms from January 2000 to June 2006.

  • FICCI, & Grant Thornton (2010). Investing in the European Union – lists the M&A by Indian MNEs in the European Union during 2005 to 2010.

  • Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobserved variables and measurement error. Journal of Marketing Research, 18(1), 39–50.

    Article  Google Scholar 

  • Frost, T. S., & Zhou, C. (2005). R&D co-practice and ‘reverse’ knowledge integration in multinational firms. Journal of International Business Studies, 36(6), 676–687.

    Article  Google Scholar 

  • Furu, P. (2001). Drivers of competence development in different types of multinational R&D subsidiaries. Scandinavian Journal of Management, 17(1), 133–149.

    Article  Google Scholar 

  • Garcia-Manjon, J. V., & Elena Romero-Merino, M. (2012). Research, development, and firm growth: empirical evidence from European top R&D spending firms. Research Policy, 41(6), 1084–1092.

    Article  Google Scholar 

  • Gassmann, O., & von Zedtwitz, M. (1999). New concepts and trends in international R&D organization. Research Policy, 28(2/3), 231–250.

    Article  Google Scholar 

  • Gaur, A., & Kumar, V. (2010). Internationalization of emerging market firms: a case for theoretical extension. In T. Devinney et al. (Eds.), The past, present and future of international business & management: advances in international management (Vol. 23, pp. 603–627). Bingley: Emerald.

    Chapter  Google Scholar 

  • Gert, B. (2010). Tata Motor’s transformational resource acquisition path: a case study of latecomer catch-up in a business group context. Working Papers of the Institute of Management Berlin at the Berlin School of Economics and Law (HWR Berlin), 55.

  • Girod, S. J., Belin, J. B., & Thomas, R. J. (2009). Are emerging market multinationals creating the global models for the future? Accenture Institute for High Performance.

  • Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(S2), 109–122.

    Article  Google Scholar 

  • Guillen, M. F., & Garcia-Canal, E. (2009). The American model of the multinational firm and the ‘new’ multinationals from emerging economies. Academy of Management Perspectives, 23(2), 23–35.

    Article  Google Scholar 

  • Gupta, A. K., & Govindarajan, V. (1991). Knowledge flows and the structure of control within multinational corporations. Academy of Management Review, 16(4), 768–792.

    Google Scholar 

  • Gupta, A. K., & Govindarajan, V. (1994). Organizing for knowledge flows within MNEs. International Business Review, 3(4), 443–457.

    Article  Google Scholar 

  • Gupta, A. K., & Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal, 21(4), 473–496.

    Article  Google Scholar 

  • Gupta, A. K., & Wang, H. (2009). The rise of global champions: impact of country, industry & company effects. Indian Journal of Industrial Relations, 45(1), 115–126.

    Google Scholar 

  • Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (1995). Multivariate data analysis. Upper Saddle River: Pearson.

    Google Scholar 

  • Håkanson, L., & Nobel, R. (2001). Organizational characteristics and reverse technology transfer. Management International Review, 41(4), 395–420.

    Google Scholar 

  • Harzing, A.-W., & Noorderhaven, N. (2006). Knowledge flows in MNEs: an empirical test and extension of Gupta and Govindarajan’s typology of subsidiary roles. International Business Review, 15(3), 195–214.

    Article  Google Scholar 

  • Hennart, J.-F. (2012). Emerging market multinationals and the theory of the multinational enterprise. Global Strategy Journal, 2(3), 168–187.

    Article  Google Scholar 

  • Hofstede, G. (1980). Culture’s consequences. Beverly Hills: Sage.

    Google Scholar 

  • Jormanainen, I., & Koveshnikov, A. (2012). International activities of emerging market firms a critical assessment of research in top international management journals. Management International Review, 52(5), 691–725.

    Article  Google Scholar 

  • Kale, P. (2009). The global Indian firm: growth & value creation through overseas acquisitions. Indian Journal of Industrial Relations, 45(1), 41–53.

    Google Scholar 

  • Kale, P., Singh, H., & Raman, A. P. (2009). Don’t integrate your acquisitions, partner with them. Harvard Business Review, 87(12), 109–119.

    Google Scholar 

  • Kedia, B., Gaffney, N., & Clampit, J. (2012). EMNEs and knowledge-seeking FDI. Management International Review, 52(2), 155–173.

    Article  Google Scholar 

  • Khanna, T., & Palepu, K. G. (2006). Emerging giants: building world-class companies in developing countries. Harvard Business Review, 84(5), 2–10.

    Google Scholar 

  • Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411–432.

    Article  Google Scholar 

  • Kumar, N. (2008). Internationalization of Indian enterprises: patterns, strategies, ownership advantages, and implications. Asian Economic Policy Review, 3(2), 242–261.

    Article  Google Scholar 

  • Kumar, V., & Singh, N. (2008). Internationalization and performance of Indian pharmaceutical firms. Thunderbird International Business Review, 50(5), 321–330.

    Article  Google Scholar 

  • Lee, H., & Choi, B. (2003). Knowledge management enablers, processes, and organizational performance: an integrative review and empirical examination. Journal of Management Information Systems, 20(1), 179–228.

    Google Scholar 

  • Li, P. P. (1998). The evolution of multinational firms from Asia. Journal of Organizational Change Management, 11(4), 321–337.

    Article  Google Scholar 

  • Li, P. P. (2003). Toward a geocentric theory of multinational evolution: the implications from the Asian MNEs as latecomers. Asia Pacific Journal of Management, 20(2), 217–242.

    Article  Google Scholar 

  • Li, L. (2005). The effects of trust and shared vision on inward knowledge transfer in subsidiaries’ intra- and inter-organizational relationships. International Business Review, 14(1), 77–95.

    Article  Google Scholar 

  • Li, L., Barner-Rasmussen, W., & Bjorkman, I. (2007). What difference does the location make: a social capital perspective on transfer of knowledge from multinational corporation subsidiaries located in China and Finland. Asia Pacific Business Review, 13(2), 233–249.

    Article  Google Scholar 

  • Luo, Y., & Tung, R. L. (2007). International expansion of emerging market enterprises: a springboard perspective. Journal of International Business Studies, 38(4), 481–498.

    Article  Google Scholar 

  • Madhok, A., & Keyhani, M. (2012). Acquisitions as entrepreneurship: asymmetries, opportunities, and the internationalization of multinationals from emerging economies. Global Strategy Journal, 2(1), 26–40.

    Article  Google Scholar 

  • Mathews, J. A. (2006). Dragon multinationals: new players in 21st century globalization. Asia Pacific Journal of Management, 23(1), 5–27.

    Article  Google Scholar 

  • McGuinness, M., Demirbag, M., & Bandara, S. (2013). Towards a multi-perspective model of reverse knowledge transfer in MNEs. European Management Journal, 31(2), 179–195.

    Google Scholar 

  • Mellahi, K., & Collings, D. G. (2010). The barriers to effective global talent management: the example of corporate élites in MNEs. Journal of World Business, 45(2), 143–149.

    Article  Google Scholar 

  • Minbaeva, D. B. (2005). HRM practices and MNC knowledge transfer. Personnel Review, 34(1), 125–144.

    Article  Google Scholar 

  • Minbaeva, D. B. (2007). Knowledge transfer in multinational corporations. Management International Review, 47(4), 567–593.

    Article  Google Scholar 

  • Minbaeva, D. B., Pedersen, T., Björkman, I., Fey, C. F., & Park, H. J. (2003). MNC knowledge transfer, subsidiary absorptive capacity, and HRM. Journal of International Business Studies, 34(6), 586–599.

    Article  Google Scholar 

  • Monteiro, L. F., Arvidsson, N., & Birkinshaw, J. (2008). Knowledge flows within multinational corporations: explaining subsidiary isolation and its performance implications. Organization Science, 19(1), 90–107.

    Article  Google Scholar 

  • Muthusamy, S. K., & White, M. A. (2005). Learning and knowledge transfer in strategic alliances: a social exchange view. Organization Studies, 26(3), 415–441.

    Article  Google Scholar 

  • Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242–266.

    Google Scholar 

  • Nayyar, D. (2008). The internationalisation of firms from India: investment, mergers and acquisitions. Oxford Development Studies, 36(1), 111–131.

    Article  Google Scholar 

  • Nunnally, J. (1978). Psychometric theory (2nd ed.). New York: McGraw-Hill.

    Google Scholar 

  • Pak, Y. S., & Park, Y.-R. (2004). A framework of knowledge transfer in cross-border joint ventures: an empirical test of the Korean context. Management International Review, 44(4), 417.

    Google Scholar 

  • Pérez-Nordtvedt, L., Kedia, B. L., Datta, D. K., & Rasheed, A. A. (2008). Effectiveness and efficiency of cross-border knowledge transfer: an empirical examination. Journal of Management Studies, 45(4), 714–744.

    Article  Google Scholar 

  • Persson, M. (2006). The impact of operational structure, lateral integrative mechanisms and control mechanisms on intra-MNE knowledge transfer. International Business Review, 15(5), 547–569.

    Article  Google Scholar 

  • Pillai, K. G. (2006). Networks and competitive advantage: a synthesis and extension. Journal of Strategic Marketing, 14(2), 129–145.

    Article  Google Scholar 

  • Pradhan, J. P. (2007). Trends and patterns of overseas acquisitions by Indian multinationals, MPRA Paper. http://mpra.ub.uni-muenchen.de/12404/.

  • Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 78–90.

    Google Scholar 

  • Rabbiosi, L. (2011). Subsidiary roles and reverse knowledge transfer: an investigation of the effects of coordination mechanisms. Journal of International Management, 17(2), 97–113.

    Article  Google Scholar 

  • Ramamurti, R. (2009). What have we learned about emerging-market MNEs? In R. Ramamurti & J. Singh (Eds.), Emerging multinationals from emerging markets (pp. 399–426). Cambridge: Cambridge University Press.

    Chapter  Google Scholar 

  • Ramamurti, R. (2012). What is really different about emerging market multinationals? Global Strategy Journal, 2(1), 41–47.

    Article  Google Scholar 

  • Ray, S., & Gubbi, S. R. (2009). International acquisitions by Indian firms: implications for research on emerging multinationals. Indian Journal of Industrial Relations, 45(1), 11–26.

    Google Scholar 

  • Richey, R. G., & Autry, C. W. (2009). Assessing interfirm collaboration/technology investment tradeoffs: the effects of technological readiness and organizational learning. International Journal of Logistics Management, 20(1), 30–56.

    Article  Google Scholar 

  • Ringle, C. M., Wende, S., & Will, A. (2005). SmartPLS 2.0. http://www.smartpls.de.

  • Rugman, A. M. (2008). How global are TNCs from emerging markets? In K. Sauvant (Ed.), The rise of transnational corporations from emerging markets: threat or opportunity (pp. 86–106). Cheltenham: Elgar.

    Google Scholar 

  • Rugman, A. M., & Verbeke, A. (1993). Generic strategies in global competition. In A. M. Rugman & A. Verbeke (Eds.), Research in global strategic management, global competition: beyond the three generics (Vol. 4, pp. 3–16). Greenwich: JAI Press.

    Google Scholar 

  • Schulz, M. (2001). The uncertain relevance of newness: organizational learning and knowledge flows. Academy of Management Journal, 44(4), 661–681.

    Article  Google Scholar 

  • Schulz, M. (2003). Pathways of relevance: exploring inflows of knowledge into subunits of multinational corporations. Organization Science, 14(4), 440–459.

    Article  Google Scholar 

  • Sethi, D. (2009). Are multinational enterprises from the emerging economies global or regional? European Management Journal, 27(5), 356–365.

    Article  Google Scholar 

  • Simonin, B. L. (1999a). Ambiguity and the process of knowledge transfer in strategic alliances. Strategic Management Journal, 20(7), 595–623.

    Article  Google Scholar 

  • Simonin, B. L. (1999b). Transfer of marketing know-how in international strategic alliances: an empirical investigation of the role and antecedents of knowledge ambiguity. Journal of International Business Studies, 30(3), 463–490.

    Article  Google Scholar 

  • Simonin, B. L. (2004). An empirical investigation of the process of knowledge transfer in international strategic alliances. Journal of International Business Studies, 35(5), 407–427.

    Article  Google Scholar 

  • Simonin, B. L., & Özsomer, A. S. (2009). Knowledge processes and learning outcomes in MNCs: an empirical investigation of the role of HRM practices in foreign subsidiaries. Human Resource Management, 48(4), 505–530.

    Article  Google Scholar 

  • Szulanski, G. (1996). Exploring internal stickiness: impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(S2), 27–43.

    Article  Google Scholar 

  • Taifi, N., & Passiante, G. (2012). Speeding up ‘new products and service development’ through strategic community creation: case of automaker after-sales services partners. Service Industries Journal, 32(13), 2115–2127.

    Article  Google Scholar 

  • Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: the role of intrafirm networks. Academy of Management Journal, 41(4), 464–476.

    Article  Google Scholar 

  • UNCTAD (2012). World investment report 2012: towards a new generation of investment policies. New York: United Nations.

    Google Scholar 

  • WIR (2010). UNCTAD world investment report.

  • Yang, Q., Mudambi, R., & Meyer, K. E. (2008). Conventional and reverse knowledge flows in multinational corporations. Journal of Management, 34(5), 882–902.

    Article  Google Scholar 

  • Zaheer, S. (1995). Overcoming the liability of foreignness. Academy of Management Journal, 38(2), 341–363.

    Article  Google Scholar 

  • Zander, U., & Kogut, B. (1995). Knowledge and the speed of the transfer and limitation of organizational capabilities: an empirical test. Organization Science, 6(1), 76–92.

    Article  Google Scholar 

Download references

Acknowledgments

We would like to thank the guest editors and two anonymous reviewers for their insightful comments on an earlier version of this paper.

Author information

Authors and Affiliations

  1. University of Sheffield, Sheffield, UK

    Smitha R. Nair

  2. Strathclyde Business School, University of Strathclyde, Glasgow, UK

    Mehmet Demirbag

  3. Warwick Business School, University of Warwick, Coventry, UK

    Kamel Mellahi

Authors
  1. Smitha R. Nair
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Mehmet Demirbag
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Kamel Mellahi
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Mehmet Demirbag.

Appendix: Scales

Appendix: Scales

Knowledge complexity

  • Your subsidiary’s knowledge is the product of many interdependent techniques, routines, individuals and resources (Items Know_Compl1, Know_Compl2 and Know_Compl3 for technical, marketing and managerial knowledge respectively).

Collaboration

  • Both parent and subsidiary work together to share new ideas (Collab1).

  • Both parent and subsidiary frequently share proprietary information with one another (Collab2).

  • Both parent and subsidiary work together to take advantage of new opportunities (Collab3).

  • Both parent and subsidiary work together toward common goals (Collab4).

RKT

  • Our subsidiary provides us with knowledge and skills in (Items Rev_Flow1, Rev_Flow2 and Rev_Flow3 for technical, marketing and managerial knowledge respectively).

Absorptive capacity

  • We have the academic background to understand our subsidiary’s knowledge.

  • We have better capabilities for adopting new techniques than our competitors.

  • We provide various education programs for employees.

  • We allocate financial resources for new ideas and research.

  • We provide frequent training programs abroad.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Nair, S.R., Demirbag, M. & Mellahi, K. Reverse Knowledge Transfer from Overseas Acquisitions: A Survey of Indian MNEs. Manag Int Rev 55, 277–301 (2015). https://doi.org/10.1007/s11575-015-0242-y

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11575-015-0242-y

Keywords

Search

Navigation