Managing Internal and External Knowledge: Localization and Local Experience in Multinational Firms
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In an international context, we examine firms’ strategic choices in the management of knowledge flow. Multinational firms can manage subsidiary knowledge flows by adjusting the level of “localization” in the top management – by sending expatriates to transfer internal knowledge or hiring local managers to source external knowledge. Drawing on a panel data of Japanese overseas subsidiaries across 18 host countries, we find that subsidiaries localized top management more when firms had less internal knowledge and when external knowledge sources were rich. Greater subsidiary and parent local experience altered these two main effects in opposite directions. These findings highlight nuances in firms’ choices of how to manage knowledge flows in foreign markets.
Abstract
In an international context, we examine firms’ strategic choices in the management of knowledge flow. Multinational firms can manage subsidiary knowledge flows by adjusting the level of “localization” in the top management – by sending expatriates to transfer internal knowledge or hiring local managers to source external knowledge. Drawing on a panel data of Japanese overseas subsidiaries across 18 host countries, we find that subsidiaries localized top management more when firms had less internal knowledge and when external knowledge sources were rich. Greater subsidiary and parent local experience altered these two main effects in opposite directions. These findings highlight nuances in firms’ choices of how to manage knowledge flows in foreign markets.
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