The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporation

摘要: A special feature of multinational firms (MNCs) is the notion that their sub-units (subsidiaries) are embedded in different local networks (Ghoshal and Bartlett, 1990; Ghoshal Nohria, 1997; Fors-gren, Johanson, Sharma, 2000). Each subsidiary maintains unique idiosyncratic patterns network linkages consequently differentially exposed to new knowledge, ideas opportunities (McEvily Zaheer, 1999). In fact, this differential exposure has been put forward as one basic competitive advantages firm, because it increases breadth variety its resources (Malnight, 1996). It also line with recent trends foreign direct investment theory, which investments viewed series attempts selectively tap knowledge linked specific business contexts (Cantwell, Almeida, 1996; Dunning,