Recent contributions highlight the importance of international knowledge transfer as a fundamental source of competitive advantage of MNCs. Due to the traditional assumption that parent firms are the prime source of knowledge, majority of studies have focused on knowledge transfer from headquarters to subsidiaries. However, the role of subsidiaries within MNCs has changed dramatically; many subsidiaries have gained a creative role by generating new resources depending on the comparative advantage of the location in which they operate, and through the process of reverse knowledge transfer, they subsequently contribute to the competence upgrading of the MNC. In reviewing the extant literature on MNC knowledge transfer and in particular reverse knowledge transfer, this research unleashes several gaps, notably in the understanding of factor affecting subsidiary knowledge development and reverse knowledge transfer within the service sector. Borrowing concepts from the knowledge-based and network views, a series of hypotheses were tested using the result of a web-based survey of the subsidiaries that were located in the UK, had a non-UK parent firm, and were active in the KIBS sector. Responses from 187 general managers, managing directors, or chief executives of subsidiaries confirm that those subsidiaries that develop and maintain business relationships with their internal (sister subsidiaries and headquarters) and external actors (customers, universities, suppliers, competitors) and have high level of autonomy are more capable of developing knowledge. With regards to determinants of reverse knowledge transfer, while subsidiary characteristics (knowledge development and willingness) and relationship characteristics (socialization mechanisms) are emerged as the main facilitators of reverse knowledge transfer, knowledge characteristics (tacitness and complexity) appeared as the main hindrances of this phenomenon. Moreover, the results indicate that, (a) socialisation mechanisms augment the extent of shared values and subsidiary-parent firm embeddedness and (b) willingness mediates the impacts of shared values and subsidiary-parent firm embeddedness on reverse knowledge transfer. The key contributions of this research are two-fold: firstly, it examines the process of reverse knowledge transfer and knowledge development exclusively within the KIBS sector. Secondly, it investigates the joint impacts of relationship characteristics, knowledge characteristics, and subsidiary (sender) characteristicson reverse knowledge transfer.

Emerging-market multinational enterprises (EMNEs) have been increasingly engaged in outward foreign investments, the distinctive feature for their internationalization being the aim of strategic asset-seeking and acquiring knowledge. Thus, reverse knowledge transfer is significant in achieving innovation catch-up. Subsidiary willingness towards reverse knowledge transfer has huge implications for building up competitive advantages for MNEs. However, research on EMNEs shows that the subsidiary willingness towards reverse knowledge transfer is rather low. In this vein, the purpose of this thesis is to explore headquarters initiatives to improve subsidiary willingness in EMNEs. This thesis conducts a qualitative case study by semi-structured interviews with respondents from both headquarters and subsidiaries in a Chinese MNE. A case of a Chinese MNE, Geely, and its two Swedish subsidiaries (i.e. Volvo Cars and CEVT) is adopted to explore our research question. The findings suggest that headquarters in EMNEs can improve subsidiary willingness towards reverse knowledge transfer by promoting socialization between headquarters and subsidiary, granting subsidiary autonomy, making contributions to the subsidiary as well as maintaining headquarters/subsidiary cooperation. This thesis contributes to the research on reverse knowledge transfer and EMNEs by identifying new antecedents which influence subsidiary willingness in EMNEs.

Recently, facing the fierce competition around the world, the headquarters of many MNCs are under pressure to make a decision quickly and effectively for their global marketing strategy. Under such a situation, how effectively the headquarters can obtain knowledge regarding the market situation of subsidiaries around the world is important. In this research, the concept of reverse knowledge transfer is applied to the space of the headquarters' acquisition of knowledge from subsidiaries, from the perspective of decision-making for global marketing strategies. In the extant literature, however, studies on reverse knowledge transfer analyzing the mechanisms dynamically in a multi-faceted way from the perspective of transferring marketing-related knowledge are rare. In order to capture the reverse knowledge transfer mechanisms in a MNC precisely and dynamically, three case studies of the headquarters of an American MNC and its Japanese subsidiary were conducted. Through analysis of the case studies, two new factors were found; one is 'bypass effect', and the other is 'heeding capacity'. By bringing in those new factors, a new dynamic model for reverse knowledge transfer is proposed.

Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2017-06-28T12:14:54Z No. of bitstreams: 1 Fernanda Cristina de Souza Giusti_.pdf: 1641716 bytes, checksum: 6ba4180184a656e5ba60f0433de5fa69 (MD5) / Made available in DSpace on 2017-06-28T12:14:54Z (GMT). No. of bitstreams: 1 Fernanda Cristina de Souza Giusti_.pdf: 1641716 bytes, checksum: 6ba4180184a656e5ba60f0433de5fa69 (MD5) Previous issue date: 2017-04-27 / Nenhuma / O conhecimento é uma importante fonte de vantagem competitiva e a principal razão para a internacionalização de empresas. Com a intensificação do interesse das empresas multinacionais (EMNs) pelos países em desenvolvimento, evidenciado pelo aumento do Investimento Direto Estrangeiro (IDE) em nações emergentes, as subsidiárias adquiridas aumentam sua importância estratégica na rede da multinacional, pois detém conhecimentos que oportunizam a criação de vantagens competitivas. (ANDERSSON; DELLESTRAND; PEDERSEN, 2014). Contudo, a transferência reversa de conhecimento, cujo fluxo ocorre no sentido da subsidiária para a matriz, ainda apresenta desafios singulares na gestão das EMNs. (FOSS; HUSTED; MICHAILOVA, 2010). No presente estudo buscou-se analisar o processo de transferência reversa de um conhecimento gerado em uma subsidiária brasileira e transferido para a matriz de uma corporação norte americana. Por meio de um estudo de caso único, os dados foram coletados em análise documental, observação in loco e entrevistas com diversos gestores nos Estados Unidos e nas subsidiárias do Brasil e do México. Após, os dados foram triangulados com a técnica de análise de conteúdo. Os resultados indicam a existência de transferência reversa de conhecimento de forma não explícita, corroborando os estudos nesta área. Entretanto, durante o mapeamento dos processos, perceberam-se singularidades no caso estudado, como a motivação e o esforço da subsidiária para ser reconhecida pelo conhecimento gerado e a caracterização de atores envolvidos no processo que não são abordados na literatura. / Knowledge is an important source of competitive advantage and the main reason for the internationalization of companies. With the increasing interest of multinational companies (MNEs) in developing countries, evidenced by the increase in Foreign Direct Investment (FDI) in emerging nations, the acquired subsidiaries increase their strategic importance in the network of the multinational, since it has knowledge that allows the creation of competitive advantages. (ANDERSSON; DELLESTRAND; PEDERSEN, 2014). However, the reverse knowledge transfer, which flows from the subsidiary to the parent company, still presents unique challenges in the management of MNCs. (FOSS; HUSTED; MICHAILOVA, 2010). The present study aimed to analyze the process of reverse transfer of a knowledge generated in a Brazilian subsidiary and transferred to headquarter of a North American corporation. Through a single case study, the data were collected in documentary analysis, in situ observation and interviews with several managers in the United States headquarter and in the Brazilian and Mexican subsidiaries. Afterwards, the data were triangulated with the technique of content analysis. The results indicate the existence of a reverse transfer of knowledge in a non-explicit way, corroborating the studies in this area. However, during the process mapping, singularities were perceived in the case studied, such as the motivation and effort of the subsidiary to be recognized by the knowledge generated and the characterization of actors involved in the process that are not addressed in the literature.