Managerial knowledge-sharing in chaebols and its impact on the performance of their foreign subsidiaries
- Authors
- Lee, Jeoung Yul; MacMillan, Ian C.
- Issue Date
- Oct-2008
- Publisher
- ELSEVIER SCIENCE BV
- Keywords
- chaebol; foreign subsidiary performance; procedural and coordinative knowledge-sharing
- Citation
- INTERNATIONAL BUSINESS REVIEW, v.17, no.5, pp.533 - 545
- Journal Title
- INTERNATIONAL BUSINESS REVIEW
- Volume
- 17
- Number
- 5
- Start Page
- 533
- End Page
- 545
- URI
- https://scholarworks.bwise.kr/hongik/handle/2020.sw.hongik/22659
- DOI
- 10.1016/j.ibusrev.2008.04.001
- ISSN
- 0969-5931
- Abstract
- In a sample of 172 of the largest chaebol firms, included in 51 chaebols, and 1057 foreign subsidiaries, we tested the association between foreign subsidiary performance and the procedural and coordinative knowledge-sharing across peer group-affiliated companies (GACs) within the chaebol, as well as the knowledge transfer between the chaebol headquarter unit and its foreign subsidiary. We found three interesting results. First, coordinative knowledge-sharing has a stronger impact on subsidiary performance than procedural knowledge-sharing does. Second, in the case of headquarters-subsidiary knowledge transfer, coordinative knowledge-sharing is positively and significantly associated with subsidiary performance, but procedural knowledge-sharing is negatively and significantly associated with subsidiary performance. Finally, organizational ambidexterity in deploying both procedural and coordinative knowledge-sharing is positively and significantly related to subsidiary performance. (c) 2008 Elsevier Ltd. All rights reserved.
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Collections - College of Business Management > Global Business Administration Major > 1. Journal Articles
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