A conceptual model of cultural distance, MNC subsidiary roles and knowledge transfer in China-based subsidiaries

Cindy Qin, Prem Ramburuth, Yue Wang

Research output: Contribution to journalArticle

Abstract

This conceptual paper seeks to review the literature on international strategic management, examine the trilateral interactive relations among national culture, subsidiary strategic context and knowledge transfer between China-based subsidiaries and their headquarters. Based on the Resource-Based View (RBV), cross-cultural management theories and other studies of international strategic management, we propose a conceptual model for understanding the interaction between cultural distance and subsidiary strategic context in the knowledge transfer process within MNCs, and ultimately the impact on the performance of subsidiaries. Drawing foundational support from this new model, we explore implications for future research.
Original languageEnglish
Pages (from-to)8-27
Number of pages20
JournalOrganizations and Markets in Emerging Economies
Volume2
Issue number2
Publication statusPublished - 2011

Keywords

  • MNCs
  • knowledge transfer
  • subsidiary role
  • cultural distance
  • China

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