Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones

Detalhes bibliográficos
Autor(a) principal: Silva, Natacha Bertoia
Data de Publicação: 2012
Outros Autores: Fleury, Maria Tereza Leme
Tipo de documento: Artigo
Idioma: por
Título da fonte: Internext
Texto Completo: https://internext.espm.br/internext/article/view/130
Resumo: The main purpose of this study was to explore the knowledge transfer process between the subsidiaries and the headquarter of Brazilian multinationals, and to identify the most used mechanisms for transferring knowledge. This paper also aims to point out existing barriers in this process, comparing acquired subsidiaries to the greenfield ones. International studies have shown differences in the process of knowledge transfer due to the origin of foreign units (entry mode). We surveyed in 2006 and 2007 a sample of 66 Brazilian subsidiaries of multinationals with overseas activities. As a result, the knowledge transfer from the headquarter to the subsidiary has occurred through meetings with top executives and the reception of Brazilian executives in both types of units. The barriers to knowledge transfer are bland, being clearer in acquired subsidiaries. Cultural resistance is the most prominent. When we focus on the acquired units, the hierarchical structure is seen as a barrier, probably reflecting the centralized attitude by the headquarters. At the same time, the lack of incentives for sharing knowledge is more evident in greenfield units. Also, the syndrome of not invented here is a perceived barrier by acquired units.
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spelling Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield onesEstratégias de Transferência de Conhecimento em Multinacionais Brasileiras: Estudo Comparativo Entre as Subsidiárias Adquiridas e as Greenfieldmultinacional brasileiraconhecimentomodo de entradaThe main purpose of this study was to explore the knowledge transfer process between the subsidiaries and the headquarter of Brazilian multinationals, and to identify the most used mechanisms for transferring knowledge. This paper also aims to point out existing barriers in this process, comparing acquired subsidiaries to the greenfield ones. International studies have shown differences in the process of knowledge transfer due to the origin of foreign units (entry mode). We surveyed in 2006 and 2007 a sample of 66 Brazilian subsidiaries of multinationals with overseas activities. As a result, the knowledge transfer from the headquarter to the subsidiary has occurred through meetings with top executives and the reception of Brazilian executives in both types of units. The barriers to knowledge transfer are bland, being clearer in acquired subsidiaries. Cultural resistance is the most prominent. When we focus on the acquired units, the hierarchical structure is seen as a barrier, probably reflecting the centralized attitude by the headquarters. At the same time, the lack of incentives for sharing knowledge is more evident in greenfield units. Also, the syndrome of not invented here is a perceived barrier by acquired units.Este estudo teve como objetivo principal explorar o processo de transferência de conhecimento entre a subsidiária e a matriz, no âmbito das multinacionais brasileiras, identificando os mecanismos de transferência de conhecimento mais utilizados, bem como as barreiras existentes neste processo, comparando-se as subsidiárias adquiridas com as greenfield. Salienta-se que estudos apontam que existem diferenças no processo de transferência de conhecimento devido a forma de origem das unidades estrangeiras. Para isto, realizou-se uma survey entre 2006 e 2007, cuja amostra foi de 66 subsidiárias de multinacionais brasileiras com atividades no exterior. Sobre os resultados, em relação à transferência de conhecimento da matriz para a subsidiária, observa-se que as reuniões com os principais executivos da matriz e a recepção de brasileiros executivos são as duas práticas mais utilizadas em ambos os tipos de unidades. As barreiras à transferência de conhecimento existem de forma branda, sendo mais evidentes no caso das subsidiárias adquiridas. A resistência cultural é a mais eminente. No caso das unidades adquiridas, a estrutura hierárquica é vista como uma barreira, provavelmente refletindo uma postura centralizadora da matriz; enquanto nas unidades greenfield, a falta de incentivos para o compartilhamento de conhecimento é evidenciado. Também, a síndrome do “não inventado” aqui é uma barreira percebida pelas unidades adquiridas.Escola Superior de Propaganda e Marketing - ESPM2012-07-24info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://internext.espm.br/internext/article/view/13010.18568/1980-4865.711-33Internext - International Business and Management Review ; Vol. 7 No. 1 (2012); 1-33Internext; v. 7 n. 1 (2012); 1-331980-4865reponame:Internextinstname:Escola Superior de Propaganda e Marketing (ESPM)instacron:ESPMporhttps://internext.espm.br/internext/article/view/130/126Copyright (c) 2015 Internextinfo:eu-repo/semantics/openAccessSilva, Natacha BertoiaFleury, Maria Tereza Leme2023-03-27T20:31:38Zoai:ojs.emnuvens.com.br:article/130Revistahttps://internext.espm.br/internextPRIhttps://internext.espm.br/internext/oaiinternext@espm.br1980-48651980-4865opendoar:2023-03-27T20:31:38Internext - Escola Superior de Propaganda e Marketing (ESPM)false
dc.title.none.fl_str_mv Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones
Estratégias de Transferência de Conhecimento em Multinacionais Brasileiras: Estudo Comparativo Entre as Subsidiárias Adquiridas e as Greenfield
title Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones
spellingShingle Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones
Silva, Natacha Bertoia
multinacional brasileira
conhecimento
modo de entrada
title_short Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones
title_full Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones
title_fullStr Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones
title_full_unstemmed Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones
title_sort Knowledge transfer process of Brazilian multinationals: comparing acquired subsidiaries to the greenfield ones
author Silva, Natacha Bertoia
author_facet Silva, Natacha Bertoia
Fleury, Maria Tereza Leme
author_role author
author2 Fleury, Maria Tereza Leme
author2_role author
dc.contributor.author.fl_str_mv Silva, Natacha Bertoia
Fleury, Maria Tereza Leme
dc.subject.por.fl_str_mv multinacional brasileira
conhecimento
modo de entrada
topic multinacional brasileira
conhecimento
modo de entrada
description The main purpose of this study was to explore the knowledge transfer process between the subsidiaries and the headquarter of Brazilian multinationals, and to identify the most used mechanisms for transferring knowledge. This paper also aims to point out existing barriers in this process, comparing acquired subsidiaries to the greenfield ones. International studies have shown differences in the process of knowledge transfer due to the origin of foreign units (entry mode). We surveyed in 2006 and 2007 a sample of 66 Brazilian subsidiaries of multinationals with overseas activities. As a result, the knowledge transfer from the headquarter to the subsidiary has occurred through meetings with top executives and the reception of Brazilian executives in both types of units. The barriers to knowledge transfer are bland, being clearer in acquired subsidiaries. Cultural resistance is the most prominent. When we focus on the acquired units, the hierarchical structure is seen as a barrier, probably reflecting the centralized attitude by the headquarters. At the same time, the lack of incentives for sharing knowledge is more evident in greenfield units. Also, the syndrome of not invented here is a perceived barrier by acquired units.
publishDate 2012
dc.date.none.fl_str_mv 2012-07-24
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
format article
status_str publishedVersion
dc.identifier.uri.fl_str_mv https://internext.espm.br/internext/article/view/130
10.18568/1980-4865.711-33
url https://internext.espm.br/internext/article/view/130
identifier_str_mv 10.18568/1980-4865.711-33
dc.language.iso.fl_str_mv por
language por
dc.relation.none.fl_str_mv https://internext.espm.br/internext/article/view/130/126
dc.rights.driver.fl_str_mv Copyright (c) 2015 Internext
info:eu-repo/semantics/openAccess
rights_invalid_str_mv Copyright (c) 2015 Internext
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv Escola Superior de Propaganda e Marketing - ESPM
publisher.none.fl_str_mv Escola Superior de Propaganda e Marketing - ESPM
dc.source.none.fl_str_mv Internext - International Business and Management Review ; Vol. 7 No. 1 (2012); 1-33
Internext; v. 7 n. 1 (2012); 1-33
1980-4865
reponame:Internext
instname:Escola Superior de Propaganda e Marketing (ESPM)
instacron:ESPM
instname_str Escola Superior de Propaganda e Marketing (ESPM)
instacron_str ESPM
institution ESPM
reponame_str Internext
collection Internext
repository.name.fl_str_mv Internext - Escola Superior de Propaganda e Marketing (ESPM)
repository.mail.fl_str_mv internext@espm.br
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