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International innovation and strategic initiatives: A research agenda

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  • Keupp, Marcus M.
  • Gassmann, Oliver

Abstract

Despite the argument that leveraging the expertise of foreign subsidiaries to the global firm benefits the whole firm's competitive advantage, in the case of international innovation, such leveraging rarely takes place. We investigate this paradox, applying research on strategic initiatives to the context of international R&D. Developing a conceptual model on the basis of communication psychology, we analyse how the innovative expertise of R&D subsidiaries may be leveraged to benefit the global firm. Specifically, we determine six elements whose greater exploration can lead to a deeper understanding of how the innovation expertise of a foreign R&D subsidiary may be leveraged.

Suggested Citation

  • Keupp, Marcus M. & Gassmann, Oliver, 2009. "International innovation and strategic initiatives: A research agenda," Research in International Business and Finance, Elsevier, vol. 23(2), pages 193-205, June.
  • Handle: RePEc:eee:riibaf:v:23:y:2009:i:2:p:193-205
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    References listed on IDEAS

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    1. Alan M Rugman & Alain Verbeke, 2003. "Extending the theory of the multinational enterprise: internalization and strategic management perspectives," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 34(2), pages 125-137, March.
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    3. William G Egelhoff, 1991. "Information-Processing Theory and the Multinational Enterprise," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 22(3), pages 341-368, September.
    4. von Zedtwitz, Maximilian & Gassmann, Oliver & Boutellier, Roman, 2004. "Organizing global R&D: challenges and dilemmas," Journal of International Management, Elsevier, vol. 10(1), pages 21-49.
    5. Nicolai Juul Foss & Torben Pedersen, 2004. "Organizing knowledge processes in the multinational corporation: an introduction," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 35(5), pages 340-349, September.
    6. G R G Benito & B Grøgaard & R Narula, 2003. "Environmental influences on MNE subsidiary roles: economic integration and the Nordic countries," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 34(5), pages 443-456, September.
    7. Julian Birkinshaw & Neil Hood, 2000. "Characteristics of Foreign Subsidiaries in Industry Clusters," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 31(1), pages 141-154, March.
    8. Yan Ling & Steven W Floyd & David C Baldridge, 2005. "Toward a model of issue-selling by subsidiary managers in multinational organizations," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 36(6), pages 637-654, November.
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    Cited by:

    1. Schmid, Stefan & Dzedek, Lars R. & Lehrer, Mark, 2014. "From Rocking the Boat to Wagging the Dog: A Literature Review of Subsidiary Initiative Research and Integrative Framework," Journal of International Management, Elsevier, vol. 20(2), pages 201-218.
    2. Doyle, Eleanor & O’Connor, Fergal, 2013. "Innovation capacities in advanced economies: Relative performance of small open economies," Research in International Business and Finance, Elsevier, vol. 27(1), pages 106-123.
    3. Anderson, John & Sutherland, Dylan, 2015. "Entry mode and emerging market MNEs: An analysis of Chinese greenfield and acquisition FDI in the United States," Research in International Business and Finance, Elsevier, vol. 35(C), pages 88-103.

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