Host-Country-Specific Knowledge: Generating and Transferring Among Member Firms in Business Groups

• Main Authors: Fan,hui yi, 范慧宜
• Other Authors: Yu,chwo ming Joseph
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/19652150672601929755

博士 === 國立政治大學 === 企業管理研究所 === 98 === Knowledge about host countries and international environment is needed when firms enter international markets. A firm encounters more challenges when it enters a new market with no knowledge. After entry, it then can gain valuable experiential knowledge about the host country (i.e., host-country-specific knowledge) and this knowledge is helpful for further operation in the country and internationalization (Yu, 1990). A firm can gain hands-on knowledge by operating in a host market and then it can filter the information gained into forms it needs for internationalization later on. The purpose of the study addresses host-country-specific-knowledge generating and accumulating by overseas member firms in business groups by identifying factors that affect how business groups from an emerging economy transfer host-country-specific knowledge among their group members. We have found that formal and informal mechanisms were helpful in facilitating the transferring of host-country-specific knowledge. In the literature, it is often assumed that knowledge can be easily and automatically transferred within business groups. Our study confirms that business groups do transfer knowledge among subsidiaries purposely and has also demonstrated that some mechanisms are needed to realize this intent. While the business group’s network provides a platform for facilitating flows of host-country-specific knowledge, the mere existence of such a network does not automatically result in knowledge transfer. From managerial viewpoint, both formal and informal mechanisms should be in place to promote and encourage host-country-specific knowledge transfer. Gaining a good understanding of the mechanisms contributing to knowledge transfer is strategically important for knowledge management. Regarding the use of mechanisms, our results indicate that the buildup of internationalization knowledge can go along with a firm’s development in foreign markets and also can allow for accumulation of various types of knowledge. The more significant the difference between the contexts encountered by foreign subsidiaries and headquarters is, the more the quantity of knowledge the former will create regarding the host country. When foreign subsidiaries encounter similar problems within a tight time frame in a host country, the accumulation of knowledge about the host country will be faster. In the early stages, setting up knowledge transferring system relies more on informal mechanisms. The more mature the system is, the higher the proportion of formal mechanisms is used. However, although informal mechanisms are effective for chief executive officers and senior vice presidents, primary executives and operators rely solely on formal mechanisms in order to clarify responsibilities. With more important strategic position of the host country, the headquarters will establish overseas headquarters in order to quickly respond to the market requirements. In a specific host country, overseas headquarters, established by the HQs, may substitute for the headquarters in transferring host country-specific knowledge among member firms via formal mechanisms. When a business group belongs to federal decentralization, external market mechanisms will be adopted to transfer knowledge among its member firms. The overseas headquarters hardly governs transferring knowledge among overseas member firms and the headquarters. When the overseas headquarters is established, the headquarters adopts auditing connection to prevent the host country from monopolizing host-country-specific knowledge. A headquarters can successfully implement multiple formal and informal mechanisms for knowledge transfer. With respect to knowledge transfer, the higher the level of subsidiary autonomy, the greater the necessity the headquarters rely on formal mechanisms to transfer host-country-specific knowledge among member firms. Encouraging sharing within a business group through some managerial mechanisms can wear down the negative influence caused by opportunism and information asymmetry on the part of the subsidiary and the inter-member competition for the transfer of host-country-specific knowledge. Overseas headquarters accumulates a vast experience and are capable of absorbing, transferring and applying knowledge adequately. They can transcend the geographical limitations and establish good cooperation relations between knowledge originator (the subsidiaries in the host country) and knowledge receiver (other sister firms and the headquarters), warranting the success of the knowledge transfer. Provided that knowledge is tacit, information technology is necessity in transferring knowledge initially documented while social interaction is needed in transferring the rest knowledge embedded in persons. Finally, product and technology similarity are factors affecting how headquarters rely on formal mechanisms in transferring knowledge among member firms.