uu.seUppsala University Publications
Change search
Link to record
Permanent link

Direct link
BETA
Kang, Olivia
Alternative names
Publications (10 of 11) Show all publications
Kang, O. & Kao, P. (2019). Contextual Transfer Barriers, Social Interaction, and Innovation Transfer Performance. In: Agnieszka Chidlow; Pervez N.Ghauri; Thomas Buckley; Emma C. Gardner; Amir Qamar; Emily Pickering (Ed.), The Changing Strategies of International Business: (pp. 73-94). Palgrave Macmillan
Open this publication in new window or tab >>Contextual Transfer Barriers, Social Interaction, and Innovation Transfer Performance
2019 (English)In: The Changing Strategies of International Business / [ed] Agnieszka Chidlow; Pervez N.Ghauri; Thomas Buckley; Emma C. Gardner; Amir Qamar; Emily Pickering, Palgrave Macmillan , 2019, p. 73-94Chapter in book (Refereed)
Abstract [en]

This chapter explores and explains the influence of social interaction on multinational corporations (MNCs) dealing with contextual transfer barriers. A sequential mixed-method research design is adopted to include both quantitative and qualitative studies on MNCs and their innovation transfer projects. The findings show that social interactions can improve transfer effectiveness when differences exist in market conditions, technology standard, and cultural and institutional settings in sender’s and receiver’s countries, as the social capital accumulated through individual connections can facilitate the quality of knowledge sharing. However, the transfer efficiency might be jeopardized because of the time and resource spent on the social interaction.

Place, publisher, year, edition, pages
Palgrave Macmillan, 2019
Series
The Academy of International Business book series (AIB)
Keywords
Innovation transfer, Knowledge sharing, Social interaction, Contextual transfer barrier, Mixed-method
National Category
Business Administration
Identifiers
urn:nbn:se:uu:diva-380165 (URN)10.1007/978-3-030-03931-8_4 (DOI)978-3-030-03930-1 (ISBN)978-3-030-03931-8 (ISBN)
Available from: 2019-03-25 Created: 2019-03-25 Last updated: 2019-03-25Bibliographically approved
Kao, P. T. & Kang, O. (2018). Contextual transfer barriers, social interaction, and innovation transfer performance. In: : . Paper presented at 45th Academy of International Business (UK & Ireland Chapter) Annual Conference.
Open this publication in new window or tab >>Contextual transfer barriers, social interaction, and innovation transfer performance
2018 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

This paper explores and explains the influence of social interaction on MNCs dealing with contextual transfer barriers. We adopt a sequential mixed-method research design and conduct both quantitative and qualitative studies on MNCs and their technology transfer projects. Our findings show social interactions can improve transfer effectiveness when differences existed in market conditions, technology standard, and cultural and institutional setting in sender’s and receiver’s countries, as the social capital generated through individual connections can facilitate the quality of knowledge sharing. However, the transfer efficiency might be jeopardized because of the time and resource spent on the social interaction. 

Keywords
Innovation transfer, social interaction, contextual transfer barrier, mixed-method studies
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:uu:diva-349302 (URN)
Conference
45th Academy of International Business (UK & Ireland Chapter) Annual Conference
Available from: 2018-04-25 Created: 2018-04-25 Last updated: 2018-04-25
Holmström, C. & Kang, O. (2017). The value-adding role of the corporate headquarters in innovation transfer processes: The issue of headquarters' knowledge situation. Management International Review, 57(4), 571-602
Open this publication in new window or tab >>The value-adding role of the corporate headquarters in innovation transfer processes: The issue of headquarters' knowledge situation
2017 (English)In: Management International Review, ISSN 0025-181X, Vol. 57, no 4, p. 571-602Article in journal (Refereed) Published
Abstract [en]

The aim of this study is to investigate the value-adding role of corporatemonitoring and corporate involvement in ‘sticky’ inter-subsidiary innovationtransfer environments. The value added role of these two managerial approaches isviewed in terms of their impact on innovation transfer efficiency and effectiveness.Based on the network view of the MNC, our research builds on the notion that thecorporate headquarters (CHQ) is ill-informed and may suffer from a radicaluncertainty about what it actually knows and needs to know. By using a data samplecontaining 87 innovation transfer projects in 25 multinational companies, we test sixsets of hypotheses. Overall, our findings show that the value added of CHQ monitoringas well as an active CHQ involvement is considerably constrained. However,contrary to our expectations, the results show that CHQ monitoring gives rise to anincrease in both transfer efficiency and effectiveness when the ‘stickiness’ is basedon tangible resource constraints. The results imply that when it comes to CHQinvolvement during the innovation transfer processes, the choice between a handsoffand a hands-on approach has to be understood in the light of the CHQ’sknowledge situation.

Place, publisher, year, edition, pages
Springer, 2017
National Category
Social Sciences
Identifiers
urn:nbn:se:uu:diva-321634 (URN)10.1007/s11575-017-0311-5 (DOI)000405698200004 ()
Funder
The Jan Wallander and Tom Hedelius Foundation
Available from: 2017-05-09 Created: 2017-05-09 Last updated: 2017-11-29Bibliographically approved
Kang, O. H. (2013). The Advantage Paradox: Managing Innovation Processes in the Multinational Corporation. (Doctoral dissertation). Uppsala: Uppsala University, Department of Business Studies
Open this publication in new window or tab >>The Advantage Paradox: Managing Innovation Processes in the Multinational Corporation
2013 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Two important ways that a subsidiary can contribute to the multinational corporation’s (MNC) competitive advantage are innovation development and transfer activities. However ‘the advantage paradox of the MNC’ calls into question a subsidiary’s ability to effectively and efficiently carry out both innovation development and transfer activities. This thesis investigates the validity of existence of ‘the advantage paradox of the MNC’ and explores possible solutions for overcoming it. This is done by conducting research around four questions: 1) In what circumstance can a subsidiary develop novel innovations? 2) In what circumstance can an innovation add value to an innovation developing subsidiary and what kind of value can the innovation add? 3) What are the factors that hinder innovation transfer and what kind of mechanisms are needed to overcome these hindrances? 4) Does innovation developed internally at an MNC transfer better within the MNC, compared to innovation developed externally to an MNC?

The outcome of this thesis shows that the subsidiary faces a dilemma when managing innovation activities which is connected to ‘the advantage paradox of the MNC.’ The dilemma comes from tradeoffs that exist due to the subsidiary’s duties within the MNC and its involvement with external business counterparts. The studies in this thesis confirm that the subsidiary’s business contexts leads to novel innovations but innovation developed with external business partners are more difficult to exploit on a more general basis within the MNC. Although there are solutions to overcome the ‘advantage paradox of the MNC,’ by remedying transfer barriers, the solutions are complex processes and in many cases subsidiaries face predicament of having to choose one benefit over another.

Place, publisher, year, edition, pages
Uppsala: Uppsala University, Department of Business Studies, 2013. p. 108
Series
Doctoral thesis / Företagsekonomiska institutionen, Uppsala universitet, ISSN 1103-8454 ; 159
Keywords
Multinational corporation, Subsidiary, ‘Advantage paradox of the MNC’, Innovation development, Innovation transfer
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:uu:diva-196629 (URN)978-91-506-2338-3 (ISBN)
Public defence
2013-04-26, Hörsal 2, Ekonomikum, Kyrkogårdsgatan 10, Uppsala, 13:15 (English)
Opponent
Supervisors
Available from: 2013-04-05 Created: 2013-03-11 Last updated: 2013-04-23Bibliographically approved
Holmström Lind, C. & Kang, O. (2011). Subsidiary entrepreneurship and headquarters involvement during innovation development: Dual paths to subsidiary performance. In: Verbek, A., Tavares-Lehmann, T. & Van Tulder, R. (Ed.), Entrepreneurship in the Global Firm: (pp. 139-166). UK: Emerald Group Publishing Limited
Open this publication in new window or tab >>Subsidiary entrepreneurship and headquarters involvement during innovation development: Dual paths to subsidiary performance
2011 (English)In: Entrepreneurship in the Global Firm / [ed] Verbek, A., Tavares-Lehmann, T. & Van Tulder, R., UK: Emerald Group Publishing Limited, 2011, p. 139-166Chapter in book (Refereed)
Abstract [en]

Purpose – The chapter aims at enhancing our understanding on how the headquarters involvement and subsidiary entrepreneurship during the innovation development process of multinational corporation (MNC) subsidiaries affect the outcome of the innovation in terms of their home market- and organisational performance.

Design/methodology/approach – The study is based on cross-sectional questionnaire survey data from 87 innovation projects in 64 MNC subsidiaries located in Europe, East Asia and the United States.

Findings – Subsidiary entrepreneurship during the innovation process has a positive impact on the subsidiary's market performance and a negative impact on its organisational performance, whereas the involvement of corporate headquarters has a negative impact on the market performance, and a positive impact on the organisational performance.

Research implications – The research provides a starting point for further research on the relationship between the management of innovation processes among MNC subsidiaries and the performance outcomes of such processes.

Practical implications – The study implies that there is a need for corporate managers to take into account the entrepreneurial endeavour of subsidiaries when formulating corporate innovation strategies.

Originality/value: Integrates a top-down and bottom-up perspective on the strategic management of innovation development processes in MNC subsidiaries.

Place, publisher, year, edition, pages
UK: Emerald Group Publishing Limited, 2011
Series
Progress in International Business Research, ISSN 1745-8862 ; Volume 6
National Category
Economics and Business
Identifiers
urn:nbn:se:uu:diva-197513 (URN)10.1108/S1745-8862(2011)0000006010 (DOI)
Available from: 2013-03-26 Created: 2013-03-26 Last updated: 2013-11-22Bibliographically approved
Ciabuschi, F., Kang, O. & Ståhl, B. (2004). Leveraging innovations: Exploring interaction effects in MNC innovation transfer processes.
Open this publication in new window or tab >>Leveraging innovations: Exploring interaction effects in MNC innovation transfer processes
2004 (English)Conference paper, Published paper (Other (popular scientific, debate etc.))
Identifiers
urn:nbn:se:uu:diva-78340 (URN)
Available from: 2006-03-22 Created: 2006-03-22 Last updated: 2018-08-17
Ciabuschi, F., Kang, O. & Ståhl, B. (2004). Leveraging Innovations in MNCs: The effect of Transfer Mechanisms and Organizational structure on Innovation Transfer Performance.
Open this publication in new window or tab >>Leveraging Innovations in MNCs: The effect of Transfer Mechanisms and Organizational structure on Innovation Transfer Performance
2004 (English)Conference paper, Published paper (Other (popular scientific, debate etc.))
Identifiers
urn:nbn:se:uu:diva-78339 (URN)
Available from: 2006-03-22 Created: 2006-03-22 Last updated: 2018-08-17
Kang, O. & Blankenburg Holm, D. (2003). Managing Transfer Mechanisms: Effieciency of Innovation Transfer. In: EIBA conference 2003 Copenhagen.
Open this publication in new window or tab >>Managing Transfer Mechanisms: Effieciency of Innovation Transfer
2003 (English)In: EIBA conference 2003 Copenhagen, 2003Conference paper, Published paper (Other scientific)
Identifiers
urn:nbn:se:uu:diva-79277 (URN)
Available from: 2006-05-02 Created: 2006-05-02
Kang, O.Can corporate governance help overcome knowledge transfer barriers? A study of corporate governance and knowledge transfer between subsidiaries.
Open this publication in new window or tab >>Can corporate governance help overcome knowledge transfer barriers? A study of corporate governance and knowledge transfer between subsidiaries
(English)Manuscript (preprint) (Other academic)
National Category
Economics and Business
Identifiers
urn:nbn:se:uu:diva-197515 (URN)
Available from: 2013-03-26 Created: 2013-03-26 Last updated: 2013-04-23
Kang, O. & Hallin, C.The impact of MNC -internal and -external collaboration on subsidiary innovation.
Open this publication in new window or tab >>The impact of MNC -internal and -external collaboration on subsidiary innovation
(English)Manuscript (preprint) (Other academic)
National Category
Economics and Business
Identifiers
urn:nbn:se:uu:diva-197514 (URN)
Available from: 2013-03-26 Created: 2013-03-26 Last updated: 2013-04-23
Organisations

Search in DiVA

Show all publications