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Innovation as a new mode of knowledge transfer within MNC subsidiary

With the growth of the multinational corporation (MNC) has come the need to understand how parent companies transfer knowledge to, and manage the operations of, their subsidiaries. Japanese companies in particular have been pioneering in this regard, with techniques such as the Toyota Production Sys...

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Main Authors: Alias, Jamsari, Mat, Norazila, Muslim, Nazri, Abdullah, Nur Atiqah, Senik, Rosmila
Format: Article
Language:English
Published: Human Resource Management Academic Research Society 2020
Online Access:http://psasir.upm.edu.my/id/eprint/89398/1/MNC.pdf
http://psasir.upm.edu.my/id/eprint/89398/
https://hrmars.com/papers/detail/IJARBSS/8168/Innovation-as-a-New-Mode-of-Knowledge-Transfer-within-MNC-Subsidiary
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spelling my.upm.eprints.893982021-08-19T23:02:02Z http://psasir.upm.edu.my/id/eprint/89398/ Innovation as a new mode of knowledge transfer within MNC subsidiary Alias, Jamsari Mat, Norazila Muslim, Nazri Abdullah, Nur Atiqah Senik, Rosmila With the growth of the multinational corporation (MNC) has come the need to understand how parent companies transfer knowledge to, and manage the operations of, their subsidiaries. Japanese companies in particular have been pioneering in this regard, with techniques such as the Toyota Production System (TPS) for transferring the ethos of Japanese manufacturing and maintaining quality and control in overseas subsidiaries. A great deal has been written about the process of transferring Japanese manufacturing techniques, but much less is understood about how the subsidiaries themselves, which are required to make use of such techniques, actually acquire and incorporate them into their operations. This paper examines how, from the perspective of the subsidiary, knowledge of manufacturing techniques, is transferred from the parent company. An in-depth qualitative research was, therefore, conducted in the subsidiary of a Japanese multinational, involving three main manufacturing initiatives (or philosophies), namely ‘TPS’, ‘TPM’ and ‘TS’. The case data were derived from 52 in-depth interviews with project members, moderate-participant observations, and documentations. This study contributes to our understanding of knowledge transfer in relation to the approaches of adaptation and replication of knowledge within the subsidiary, how the whole process is developed, and also how a new mode of transfer, coined as ‘innovation’ takes place. Human Resource Management Academic Research Society 2020 Article PeerReviewed text en http://psasir.upm.edu.my/id/eprint/89398/1/MNC.pdf Alias, Jamsari and Mat, Norazila and Muslim, Nazri and Abdullah, Nur Atiqah and Senik, Rosmila (2020) Innovation as a new mode of knowledge transfer within MNC subsidiary. International Journal of Academic Research in Business and Social Sciences, 10 (11). 1049 - 1067. ISSN 2222-6990 https://hrmars.com/papers/detail/IJARBSS/8168/Innovation-as-a-New-Mode-of-Knowledge-Transfer-within-MNC-Subsidiary 10.6007/IJARBSS/v10-i11/8168
institution Universiti Putra Malaysia
building UPM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Putra Malaysia
content_source UPM Institutional Repository
url_provider http://psasir.upm.edu.my/
language English
description With the growth of the multinational corporation (MNC) has come the need to understand how parent companies transfer knowledge to, and manage the operations of, their subsidiaries. Japanese companies in particular have been pioneering in this regard, with techniques such as the Toyota Production System (TPS) for transferring the ethos of Japanese manufacturing and maintaining quality and control in overseas subsidiaries. A great deal has been written about the process of transferring Japanese manufacturing techniques, but much less is understood about how the subsidiaries themselves, which are required to make use of such techniques, actually acquire and incorporate them into their operations. This paper examines how, from the perspective of the subsidiary, knowledge of manufacturing techniques, is transferred from the parent company. An in-depth qualitative research was, therefore, conducted in the subsidiary of a Japanese multinational, involving three main manufacturing initiatives (or philosophies), namely ‘TPS’, ‘TPM’ and ‘TS’. The case data were derived from 52 in-depth interviews with project members, moderate-participant observations, and documentations. This study contributes to our understanding of knowledge transfer in relation to the approaches of adaptation and replication of knowledge within the subsidiary, how the whole process is developed, and also how a new mode of transfer, coined as ‘innovation’ takes place.
format Article
author Alias, Jamsari
Mat, Norazila
Muslim, Nazri
Abdullah, Nur Atiqah
Senik, Rosmila
spellingShingle Alias, Jamsari
Mat, Norazila
Muslim, Nazri
Abdullah, Nur Atiqah
Senik, Rosmila
Innovation as a new mode of knowledge transfer within MNC subsidiary
author_facet Alias, Jamsari
Mat, Norazila
Muslim, Nazri
Abdullah, Nur Atiqah
Senik, Rosmila
author_sort Alias, Jamsari
title Innovation as a new mode of knowledge transfer within MNC subsidiary
title_short Innovation as a new mode of knowledge transfer within MNC subsidiary
title_full Innovation as a new mode of knowledge transfer within MNC subsidiary
title_fullStr Innovation as a new mode of knowledge transfer within MNC subsidiary
title_full_unstemmed Innovation as a new mode of knowledge transfer within MNC subsidiary
title_sort innovation as a new mode of knowledge transfer within mnc subsidiary
publisher Human Resource Management Academic Research Society
publishDate 2020
url http://psasir.upm.edu.my/id/eprint/89398/1/MNC.pdf
http://psasir.upm.edu.my/id/eprint/89398/
https://hrmars.com/papers/detail/IJARBSS/8168/Innovation-as-a-New-Mode-of-Knowledge-Transfer-within-MNC-Subsidiary
_version_ 1709669009781161984
score 13.211869

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