dc.contributor.author | Karna, Amit | |
dc.contributor.author | Taube, Florian | |
dc.contributor.author | Sonderegger, Petra | |
dc.date.accessioned | 2015-05-12T08:52:40Z | |
dc.date.available | 2015-05-12T08:52:40Z | |
dc.date.issued | 2013 | |
dc.identifier.citation | Karna 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.uri | http://hdl.handle.net/11718/13507 | |
dc.description.abstract | In 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.iso | en | en_US |
dc.publisher | European management review | en_US |
dc.subject | IT cluster | en_US |
dc.title | Evolution of innovation networks across geographical and organizational boundaries : a study of R&D subsidiaries in the Bangalore IT cluster | en_US |
dc.type | Article | en_US |