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Global R&D activities of Japanese MNCs in the US: A triangulation approach |
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| Authors: | Sam Kurokawa Satoshi Iwata Edward B Roberts |
| Institution: | a Department of Management, LeBow College of Businessm, Drexel University, Philadelphia, PA 19104, United States b Graduate School of Economics and Business Administration, Hokkaido University, Sapporo, Japan c Sloan School of Management, Massachusetts Institute of Technology, Cambridge, MA 02142, United States |
| Abstract: | We examined 79 Japanese MNCs’ R&D subsidiaries in the US from the knowledge-based view. We found: (1) subsidiaries’ R&D strategies generally encouraged knowledge flows; (2) subsidiaries’ R&D alliances promoted knowledge flows; (3) R&D subsidiaries with process-oriented incentives promoted vertical knowledge flows; (3) autonomous R&D subsidiaries promoted knowledge flows from the local environments to the subsidiary; (4) R&D subsidiaries with a high level of knowledge flows accumulated a high level of knowledge; and (5) R&D subsidiaries with a high level of accumulated knowledge achieved high overall performance. Our interviews with 30 R&D subsidiaries and 10 parent companies supplement these findings. |
| Keywords: | MNCs R& D management Knowledge-based view International subsidiaries |
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