Technology strategy and MNE subsidiary upgrading in emerging markets
Bibliographic Data
| ID | 21401622 |
|---|---|
| Authors | Henry Lopez‐Vega (0000-0002-7986-5423, Jönköping University, corresponding author), Henry Lopez-Vega, Fredrik Tell (0000-0003-2911-0994, Uppsala University) |
| Year | 2021 |
| Volume | 167 |
| Pages | 120709 |
| Publication date | 2021-06-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Technological Forecasting and Social Change (JOURNAL) |
| Journal identifiers | ISSN: 0040-1625 • E-ISSN: 1873-5509 |
| Publisher | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.techfore.2021.120709 |
| OpenAlex | W3135204545 |
| Language | EN |
| Citations received | 3 |
| References cited | 82 |
We connect technology strategy to organizational capability to investigate MNE subsidiary upgrading in emerging markets. • We suggest technology strategies to be delineated by subsidiaries’ manufacturing orientation (local or global) and knowledge transfer type (uni-directional or multi-directional). • We outline four technology strategies that MNE subsidiaries in emerging markets pursue for process, product and functional upgrading in global value chains. This paper investigates technology strategy in subsidiaries of Multinational Enterprises (MNEs) in emerging markets and suggests implications for subsidiary upgrading in Global Value Chains (GVCs). Technology strategy is delineated by the MNE subsidiary's manufacturing orientation (local or global) and knowledge transfer type (uni-directional or multi-directional). Drawing upon a multiple case study of seven of the largest Brazilian subsidiaries of Swedish MNEs, the study identifies four different MNE technology strategy types: 1) technical; 2) improvement; 3) development; and 4) creation. The findings suggest that technology strategy influences subsidiary upgrading through development of operational and dynamic capabilities
Business · Economic geography · Economics · Emerging markets · Industrial organization · International trade · Multinational corporation · Finance · Global Trade and Competitiveness · Global trade and economics · International Business and FDI
MNE competence‐creating subsidiary mandates
Institutions, resources, and entry strategies in emerging economies
Dynamic capabilities
The strategic impact of external networks
Deliberate Learning and the Evolution of Dynamic Capabilities
Subsidiary‐specific advantages in multinational enterprises
Understanding dynamic capabilities
Subsidiaries and knowledge creation
Persuasion With Case Studies
Case Study Research
Building Theories from Case Study Research
An evolutionary theory of economic change
Global Latinas
Global production networks
Revisiting the multinational enterprise in global production networks
The governance of global value chains
The Impact of Operating in Multiple Value Chains for Upgrading
How does insertion in global value chains affect upgrading in industrial clusters
Innovation in emerging markets
| Unique citing works | 3 |
|---|---|
| Citations per year | 0,75 |
| Citation span | 2022 - 2025 (4) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 2 |