Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/13507
Full metadata record
DC FieldValueLanguage
dc.contributor.authorKarna, Amit
dc.contributor.authorTaube, Florian
dc.contributor.authorSonderegger, Petra
dc.date.accessioned2015-05-12T08:52:40Z
dc.date.available2015-05-12T08:52:40Z
dc.date.issued2013
dc.identifier.citationKarna A, Täube F, Sonderegger P. Evolution of innovation networks across geographical and organizational boundaries : a study of R&D subsidiaries in the Bangalore IT cluster. European Management Review : The Journal Of The European Academy Of Management [serial online]. 2013;10(4):211-226. Available from: ECONIS, Ipswich, MA. Accessed May 12, 2015. APA (American Psychological Assoc.) References Karna, A., Täube, F., & Sonderegger, P. (2013). Evolution of innovation networks across geographical and organizational boundaries : a study of R&D subsidiaries in the Bangalore IT cluster. European Management Review : The Journal Of The European Academy Of Management, 10(4), 211-226.en_US
dc.identifier.urihttp://hdl.handle.net/11718/13507
dc.description.abstractIn this paper, we investigate the evolution of multinational corporation (MNC) research and development (R&D) subsidiaries through evolution of innovation networks. Their evolution within and outside MNC R&D subsidiaries has not been investigated in the context of MNCs that source innovation from emerging economies. We do so, using two dimensions: geographical and organizational boundaries. In order to identify a pattern, we chose the information technology (IT) cluster in Bangalore, India, as the context for a qualitative study; for there are MNC subsidiaries that operate and innovate within and outside organizational boundaries, and have strong links with firms within and outside of Bangalore cluster. The globalized nature of the cluster helps us infer the evolution of innovation networks by taking a knowledge flow perspective. We identify four distinct phases based on where and how knowledge flows. We find that the innovation networks of these MNC subsidiaries in emerging economies first develop as hierarchical networks and then extend to the local markets. Within the first part, the networks start with a non-local nature (phase A) and get embedded into local networks (phase B and phase C), finally developing into non-local (phase D) market ties that enable MNC headquarters to source innovation from the host country. In an emerging economy context, clusters can serve as a springboard by providing a local environment that can help overcome institutional voids.
dc.language.isoenen_US
dc.publisherEuropean management reviewen_US
dc.subjectIT clusteren_US
dc.titleEvolution of innovation networks across geographical and organizational boundaries : a study of R&D subsidiaries in the Bangalore IT clusteren_US
dc.typeArticleen_US
Appears in Collections:Journal Articles

Files in This Item:
File Description SizeFormat 
Evolution of innovation_Karna_et_al-2013-European_Management_Review.pdf
  Restricted Access
300.24 kBAdobe PDFView/Open Request a copy


Items in IIMA Institutional Repository are protected by copyright, with all rights reserved, unless otherwise indicated.