Abstract
We use the dynamic capabilities perspective from the strategic management literature in order to develop a framework that (a) differentiates between generative, sourcing and integrative capabilities in MNC subsidiaries, (b) proposes the new construct of subsidiary dynamic knowledge capability and (c) establishes direct and non-direct links between dynamic knowledge capability and subsidiary innovation. We complement this framework with theoretical propositions and discuss their implications for research and practice.
Full Text 
Sign-in/Register to access full text options
Sign-in/Register to access full text options 
Published version (
Free)
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
