Micro-foundational dimensions of firm internationalisation as determinants of knowledge management strategy: A case for global strategic partnerships

Published on Apr 1, 2021in Technological Forecasting and Social Change
· DOI :10.1016/J.TECHFORE.2020.120538
Mehmet Demirbag35
Estimated H-index: 35
(University of Essex),
Marina Apaydin6
Estimated H-index: 6
(AUB: American University of Beirut),
Sunil Sahadev16
Estimated H-index: 16
(University of Brighton)
Abstract Innovation is a critical source of competitive advantage in an increasingly changing and globalising environment, thus, knowledge management lies at the core of a firm's global business strategy. This paper investigates the relationship between micro-foundational dimensions of firm internationalisation and its knowledge management strategy in the emerging economies, which have been found more efficient in converting technology into socio-economic impact. We specifically look at the technology acquisition modes which are operationalised into three categories: internal development, global strategic partnership, and outsourcing. Results from the analysis of World Bank data collected from manufacturing firms operating in emerging economies show that specific micro-foundational dimensions such as the share of foreign employees, level of foreign input and foreign sales have a significant impact on the choice of technology acquisition mode by a firm; whereas the level of foreign ownership does not have such an effect.
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