Silveira, Franciane Freitas; Sbragia, Roberto; Lopez-Vega, Henry; Tell, Fredrik

doi:10.1016/j.rausp.2016.12.007

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Sumário

Technology Management • Rev. Adm. (São Paulo) 52 (2) • Apr/Jun 2017 • https://doi.org/10.1016/j.rausp.2016.12.007 copiar

Determinantes da transferência reversa de conhecimento em multinacionais de mercados emergentes: o papel da complexidade, da autonomia e da integração

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

Subsidiárias realizam atividades de inovação em mercados estrangeiros, quer para capturar o conhecimento valioso que é necessário para adaptar seus produtos aos mercados locais ou para criar conhecimento de alto valor para a sede. No contexto de multinacionais de mercados emergentes, a maioria dos estudos têm negligenciado os determinantes da transferência de conhecimetno provenientes de subsidiárias (transferência reversa). Foram analisadas as respostas de uma pesquisa realizada com 78 multinacionais brasileiras que possuem subsidiárias em mercados desenvolvidos e emergentes. Verificou-se que a complexidade do conhecimento desenvolvido na subsidiária, bem como a sua autonomia e inserção no mercado externo determinam o fluxo de transferência reversa de conhecimento na empresa multinacional emergente. Este trabalho enriquece estudos anteriores sobre transferência reversa de conhecimento destacando os principais drivers para as multinacionais dos mercados emergentes.

Palavras-chave:
Trasnferência reversa de conhecimento; Multinacionais emergentes; Multinacionais brasileiras

Statistics	1. Age	2. Country	3. Complexity	4. Autonomy	5. Embeddedness	6. RKT
Correlation with RKT	−0.150	0.350	0.270	0.300	0.410	1000
Composite reliability	1	1	0.890	0.880	0.900	0.870
Disattenuated correlation with RKT (using CR)	0.161	0.375	0.307	0.343	0.463
Attenuation	−0.011	0.025	0.307	0.343	0.053

Variables	Mean	S.D.	AVE	C.R.	C.A.	1	2	3	4	5	6
1. Age	10.8	11.1				1.00
2. Country	-	-				0.13	1.00
3. Complexity	3.7	1.1	0.61	0.89	0.86	−0.18	0.19	0.78
4. Autonomy	3.2	1.0	0.55	0.88	0.90	0.07	0.17	0.03	0.74
5. Embeddedness	3.0	1.0	0.53	0.90	0.87	0.08	0.28	0.02	0.07	0.73
6. Reverse Transfer	3.0	1.0	0.54	0.87	0.83	−0.15	0.35	0.27	0.30	0.41	0.73

H	Path from	To	Full model		Control model		Theoretical model		Effect size (f²)
			β	p-Values	β	p-Values	β	p-Values
	Age	RKT	−0.182	0.01^ p≤ 0.01.	−0.212	0.00^* ***** p≤ 0.001
	Country	RKT	0.195	0.04^* * p≤ 0.05.	0.408	0.00^* ***** p≤ 0.001
H1	Autonomy	RKT	0.188	0.04^* * p≤ 0.05.			0.252	0.01^ p≤ 0.01.	0.05
H2	Complexity	RKT	0.246	0.01^ p≤ 0.01.			0.262	0.00^* ***** p≤ 0.001	0.08
H3	Embeddednes	RKT	0.351	0.00^* ***** p≤ 0.001			0.395	0.00^* ***** p≤ 0.001	0.15

Reverse transfer R²		0.36		0.19		0.30
ΔR²				0.17		0.06

	Indicators	Authors
Dependent variables
Reverse knowledge transfer (RKT)	1.1 Development of new production process; 1.2 Development of new equipment and/or tools; 1.3 Development of new products; 1.4 Know-how and expertise in the form of plans, models, instructions, guides, formulas, specifications, designs, plans, technical drawings, and/or prototypes to design new products; 1.5 Results of research into new materials and specifications; 1.6 Results of research and development (R&D) into new product generations.	Ariffin and Figueiredo (2003); Bell and Pavitt (1995); Iammarino et al. (2008); Lall (1992); Yang et al. (2008)
Independent variables
Complexity	2.1 Its understanding requires prior learning from other related technological knowledge; 2.2 Its understanding requires a large amount of information; 2.3 It is the product of many interdependent routines, individuals and resources; 2.4 It includes many different skills or competencies; 2.5 It is technologically sophisticated and difficult to deploy; 2.6 It is complex (vs. simple)	Simonin (2004); Zander and Kogut (1995)
Autonomy	3.1 Implementation of changes in products and services; 3.2 Development of new products and services; 3.3 Implementation of changes in production processes; 3.4 Entry into new markets in the country; 3.5 Procurement and supply chain management; 3.6. Management of Purchasing and Supply Chain; 3.7 Hiring and firing of the subsidiary workforce.	Ghoshal and Nohria (1989); Birkinshaw et al. (1998); Rabiosi (2011)
External embeddedness (with customers, suppliers)	4.1 Customers/suppliers has fully participated in the development of technological knowledge in the subsidiary; 4.2 Customers/suppliers showed important initiatives for the development of technological knowledge in the subsidiary; 4.3 Customers/suppliers satisfied the requirements in developing technological knowledge in the subsidiary; 4.4 The technological subsidiary knowledge was partially developed within this Customers/suppliers' premises; 4.5 The cooperation with customers/suppliers has been characterized by frequent interactions.	Lane and Lubatkin (1998),
		Andersson et al. (2005) and
		Najafi-Tavani et al. (2013)
Moderating variables
Subsidiary's location	5.1 Low-income countries (0); 5.2 High-income countries (1)	Cantwell and Mudambi (2005)
Subsidiary's age	6.1 subsidiaries under 10 years old (0); 6.2 Subsidiaries with over 10 years old (1)	Ambos and Schlegelmilch (2007); Rabiosi (2011)

Departamento de Administração da Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo Avenida Professor Luciano Gualberto, 908, sala F184, 05508-900 São Paulo / SP Brasil, Tel./Fax 55 11 3818-4002 - São Paulo - SP - Brazil
E-mail: rausp@usp.br

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[1] * Corresponding author at: Alameda da Universidade, s/nº - CEP 09606-045, São Bernardo do Campo, SP, Brazil. E-mail:franciane.silveira@ufabc.edu.br (F.F. Silveira).