Case study Factors shaping the successful transfer of knowledge

within an MNC: an objectivist analysis

A potential advantage that MNCs have over other types of organization is the ability to improve

business practices through the sharing of knowledge between different divisions$/$subsidiaries$.$

Thus, less knowledgeable subsidiaries can benefit from the knowledge and experience of more

knowledgeable ones such processes can result in the development of technological capabilities in

less knowledgeable subsidiaries, with potential competitiveness benefits for both the subsidiary and

the MNC owner. However, the successful transfer of knowledge between subsidiaries within MNCs is

by nomeans simple, and success in such activities is never guaranteed.

Jasimuddin et al$.(2015)\text{'}$s analysis of the acquisition of khowledge by Chinese subsidiaries from

the Japanese MNVS which own them provides insights into some of the factors which influence

the success of such activities. This empirical focus is particularly interesting and important due to

the significance of the role such knowledge transfers have played in recent decades in the massive

economic development and growth of China. In their analysis, the specific focus is on the tole played

by the Chinese subsidiary in the acquisition of knowledge Mare specifically, Jasimuddin et al: $(2015)$

examine how some key characteristics of these subsidiaries affects the acquisition of knowledge.

as well as how the type of transfer mechanisms used mediate the relationship between these

characteristics and the success of the focal knowledge acquisition processes.

PART $1$ EPISTEMOLOGIES OF KMOWLEDGE

The fact that Jasimuddin et als $(2015$: $465)$ andlysis utilizes an objectivist perspective on kno

is visible in two primary ways. First, it explicitly utilizes the sender$/$receiver model of knowledg

sharing$/$transfer$,$ talking about how knowledge transfer processes involve a 'source' and 'recipie

Second, in considering the different mechanisms via which knowledge can be transferred it tal

of tacit and codified knowledge as distinct and separate types of knowledge, with different tran

mechanisms being appropriate for the transfer of each:

In examining how the characteristic of the Chinese subsidiary $($the receiver$)$ affects the acqu

of knowledge from the Japanese MNCs which own them $($the source of knowledge$),$ Jasimudd

al $(2015)$ distinguish between two variables: the motivation to acquire knowledge, and the abil

acquire knowledge The ability to acquire knowledge is conceptualized as the absorptive capac

This refers to an organizations ability to understand, absorb$,$ and use new knowledge $($p$.466).$

represents one of the key concepts underpining processes of innovation and knowledge creat