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  • 1.
    Ciabuschi, Francesco
    et al.
    Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
    Kang, Olivia
    Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
    Ståhl, Benjamin
    Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
    Leveraging innovations: Exploring interaction effects in MNC innovation transfer processes2004Conference paper (Other (popular scientific, debate etc.))
  • 2.
    Ciabuschi, Francesco
    et al.
    Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
    Kang, Olivia
    Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
    Ståhl, Benjamin
    Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
    Leveraging Innovations in MNCs: The effect of Transfer Mechanisms and Organizational structure on Innovation Transfer Performance2004Conference paper (Other (popular scientific, debate etc.))
  • 3.
    Holmström, Christine
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Kang, Olivia
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    The value-adding role of the corporate headquarters in innovation transfer processes: The issue of headquarters' knowledge situation2017In: Management International Review, ISSN 0025-181X, Vol. 57, no 4, p. 571-602Article in journal (Refereed)
    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.

  • 4.
    Holmström Lind, Christine
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Kang, Olivia
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Subsidiary entrepreneurship and headquarters involvement during innovation development: Dual paths to subsidiary performance2011In: 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.

  • 5.
    Kang, Olivia
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Can corporate governance help overcome knowledge transfer barriers? A study of corporate governance and knowledge transfer between subsidiariesManuscript (preprint) (Other academic)
  • 6.
    Kang, Olivia
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    The social transfer mechanism,how useful is it really?A study of the effect of the social transfer mechanism on innovation transfer performanceManuscript (preprint) (Other academic)
  • 7.
    Kang, Olivia
    et al.
    Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
    Blankenburg Holm, Desirée
    Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
    Managing Transfer Mechanisms: Effieciency of Innovation Transfer2003In: EIBA conference 2003 Copenhagen, 2003Conference paper (Other scientific)
  • 8.
    Kang, Olivia H.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    The Advantage Paradox: Managing Innovation Processes in the Multinational Corporation2013Doctoral 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.

    List of papers
    1. 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
    2. Subsidiary entrepreneurship and headquarters involvement during innovation development: Dual paths to subsidiary performance
    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
    3. 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
    4. The social transfer mechanism,how useful is it really?A study of the effect of the social transfer mechanism on innovation transfer performance
    Open this publication in new window or tab >>The social transfer mechanism,how useful is it really?A study of the effect of the social transfer mechanism on innovation transfer performance
    (English)Manuscript (preprint) (Other academic)
    National Category
    Economics and Business
    Identifiers
    urn:nbn:se:uu:diva-197516 (URN)
    Available from: 2013-03-26 Created: 2013-03-26 Last updated: 2013-04-23
  • 9.
    Kang, Olivia
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Hallin, Christina
    The impact of MNC -internal and -external collaboration on subsidiary innovationManuscript (preprint) (Other academic)
  • 10.
    Kang, Olivia
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Kao, Pao
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Contextual Transfer Barriers, Social Interaction, and Innovation Transfer Performance2019In: 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.

  • 11.
    Kao, Pao T.
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Kang, Olivia
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Contextual transfer barriers, social interaction, and innovation transfer performance2018Conference paper (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. 

1 - 11 of 11
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Cite
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  • apa
  • ieee
  • modern-language-association
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  • Other style
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  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
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