TY - JOUR

T1 - Translation of relational practices in an MNC subsidiary

T2 - symmetrical, asymmetrical, and substitutive strategies

AU - Demir, Robert

AU - Fjellström, Daniella

PY - 2012/9

Y1 - 2012/9

N2 - Extant research on knowledge transfer within multinational corporations has increasingly focused on knowledge flow, but ignored the process of knowledge translation. Building on translation theory, this article seeks to explain how the translation of relational practices by local Chinese managers occurs in a Swedish multinational corporation subsidiary in China. The findings show that middle managers in the subsidiary adopt three different translation strategies: symmetrical, asymmetrical and substitutive. These strategies and their key drivers, and implications for further research, are discussed.

AB - Extant research on knowledge transfer within multinational corporations has increasingly focused on knowledge flow, but ignored the process of knowledge translation. Building on translation theory, this article seeks to explain how the translation of relational practices by local Chinese managers occurs in a Swedish multinational corporation subsidiary in China. The findings show that middle managers in the subsidiary adopt three different translation strategies: symmetrical, asymmetrical and substitutive. These strategies and their key drivers, and implications for further research, are discussed.

KW - knowledge

KW - practice

KW - translation

KW - China

KW - MNC

U2 - 10.1057/abm.2012.13

DO - 10.1057/abm.2012.13

M3 - Journal article

VL - 11

SP - 369

EP - 393

JO - Asian Business and Management

JF - Asian Business and Management

SN - 1476-9328

IS - 4

ER -