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Management International Review

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01.04.2014 | Research Article

Headquarters’ Managerial Intentionality and Reverse Transfer of Practices

verfasst von: Leanne Chung

Erschienen in: Management International Review | Ausgabe 2/2014

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Abstract

This paper addresses the reverse transfer (RT) of practices in multinational corporations (MNCs), a phenomenon which occurs when practices originating in their cross-border affiliates are transferred back to the parent MNCs. Based on an empirical investigation of the experience of 503 Hong Kong MNCs with subsidiaries in Mainland China, this study has successfully and more systematically tested and discussed the managerial intentionality (MI) related factors on RT than has been done before in the literature. The results suggest high headquarters intentional arrangements involving choosing wholly-ownership, International Human Resource Management control, active trust building, and frequent personal contact can improve explanatory power of achieving the objectives of reverse transfer of practices significantly.

Vorheriger Artikel Simultaneous Impact of the Presence of Foreign MNEs on Indigenous Firms’ Exports and Domestic Sales

Nächster Artikel Bridging Knowledge Gaps: Returnees and Reverse Knowledge Spillovers from Chinese Local Firms to Foreign Firms

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There are several types of subsidiary. This study focuses on wholly-owned subsidiaries and those with shared ownership (joint-ventures).

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Titel: Headquarters’ Managerial Intentionality and Reverse Transfer of Practices
verfasst von: Leanne Chung
Publikationsdatum: 01.04.2014
Verlag: Springer Berlin Heidelberg
Erschienen in: Management International Review / Ausgabe 2/2014
Print ISSN: 0938-8249
Elektronische ISSN: 1861-8901
DOI: https://doi.org/10.1007/s11575-013-0192-1

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