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International diversification, subsidiary performance, and the mobility of knowledge resources

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  • Yulin Fang
  • Michael Wade
  • Andrew Delios
  • Paul W. Beamish

Abstract

We examine the link between international diversification, organizational knowledge resources, and subsidiary performance. The success of international corporate diversification depends on a firm's capability to transfer knowledge to its subsidiaries, and how its local subsidiaries effectively utilize that knowledge. As knowledge resources are imperfectly mobile, a firm may find it difficult to transfer knowledge to its subsidiaries. In our analysis of 4964 Japanese subsidiaries over a 14‐year period, we find that knowledge that is valuable, but not rare, positively affects subsidiary performance in the short term, but not the long term. In contrast, knowledge that is both valuable and rare affects subsidiary performance in the long term, but not the short term. Copyright © 2007 John Wiley & Sons, Ltd.

Suggested Citation

  • Yulin Fang & Michael Wade & Andrew Delios & Paul W. Beamish, 2007. "International diversification, subsidiary performance, and the mobility of knowledge resources," Strategic Management Journal, Wiley Blackwell, vol. 28(10), pages 1053-1064, October.
    • Handle: RePEc:bla:stratm:v:28:y:2007:i:10:p:1053-1064
    DOI: 10.1002/smj.619
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