Boundary-crossing and the localization of capabilities in a Japanese multinational firm

Fok Loi, Jacky HONG, Robin Stanley SNELL

Research output: Journal PublicationsJournal Article (refereed)

3 Citations (Scopus)

Abstract

We conducted a case study to explore the challenges encountered by a foreign subsidiary of a Japanese multinational firm when localizing its organizational capabilities in China. Drawing on the concepts of boundaries and boundary-crossing, we identify pragmatic and cultural knowledge boundaries, which denied opportunities for the host-country employees to contribute their local expertise to augment the firm's core capabilities within the domains of research and development and operational protocols. However, within those domains that were regarded as complementary to or peripheral to the firm's core capabilities, host-country employees were granted more scope to cross the associated pragmatic boundaries.
Original languageEnglish
Pages (from-to)364-382
Number of pages19
JournalAsia Pacific Business Review
Volume21
Issue number3
DOIs
Publication statusPublished - 3 Jul 2015

Fingerprint

Multinational firms
Localization
Boundary crossing
Host country
Employees
Expertise
China
Foreign subsidiaries
Cultural knowledge
Organizational capabilities

Keywords

  • China
  • Japanese MNCs
  • capabilities
  • foreign subsidiaries
  • knowledge boundaries
  • localization

Cite this

@article{ef564874596d481e87621160e59cdca8,
title = "Boundary-crossing and the localization of capabilities in a Japanese multinational firm",
abstract = "We conducted a case study to explore the challenges encountered by a foreign subsidiary of a Japanese multinational firm when localizing its organizational capabilities in China. Drawing on the concepts of boundaries and boundary-crossing, we identify pragmatic and cultural knowledge boundaries, which denied opportunities for the host-country employees to contribute their local expertise to augment the firm's core capabilities within the domains of research and development and operational protocols. However, within those domains that were regarded as complementary to or peripheral to the firm's core capabilities, host-country employees were granted more scope to cross the associated pragmatic boundaries.",
keywords = "China, Japanese MNCs, capabilities, foreign subsidiaries, knowledge boundaries, localization",
author = "HONG, {Fok Loi, Jacky} and SNELL, {Robin Stanley}",
year = "2015",
month = "7",
day = "3",
doi = "10.1080/13602381.2015.1020193",
language = "English",
volume = "21",
pages = "364--382",
journal = "Asia Pacific Business Review",
issn = "1360-2381",
publisher = "Routledge",
number = "3",

}

Boundary-crossing and the localization of capabilities in a Japanese multinational firm. / HONG, Fok Loi, Jacky; SNELL, Robin Stanley.

In: Asia Pacific Business Review, Vol. 21, No. 3, 03.07.2015, p. 364-382.

Research output: Journal PublicationsJournal Article (refereed)

TY - JOUR

T1 - Boundary-crossing and the localization of capabilities in a Japanese multinational firm

AU - HONG, Fok Loi, Jacky

AU - SNELL, Robin Stanley

PY - 2015/7/3

Y1 - 2015/7/3

N2 - We conducted a case study to explore the challenges encountered by a foreign subsidiary of a Japanese multinational firm when localizing its organizational capabilities in China. Drawing on the concepts of boundaries and boundary-crossing, we identify pragmatic and cultural knowledge boundaries, which denied opportunities for the host-country employees to contribute their local expertise to augment the firm's core capabilities within the domains of research and development and operational protocols. However, within those domains that were regarded as complementary to or peripheral to the firm's core capabilities, host-country employees were granted more scope to cross the associated pragmatic boundaries.

AB - We conducted a case study to explore the challenges encountered by a foreign subsidiary of a Japanese multinational firm when localizing its organizational capabilities in China. Drawing on the concepts of boundaries and boundary-crossing, we identify pragmatic and cultural knowledge boundaries, which denied opportunities for the host-country employees to contribute their local expertise to augment the firm's core capabilities within the domains of research and development and operational protocols. However, within those domains that were regarded as complementary to or peripheral to the firm's core capabilities, host-country employees were granted more scope to cross the associated pragmatic boundaries.

KW - China

KW - Japanese MNCs

KW - capabilities

KW - foreign subsidiaries

KW - knowledge boundaries

KW - localization

UR - http://commons.ln.edu.hk/sw_master/2460

U2 - 10.1080/13602381.2015.1020193

DO - 10.1080/13602381.2015.1020193

M3 - Journal Article (refereed)

VL - 21

SP - 364

EP - 382

JO - Asia Pacific Business Review

JF - Asia Pacific Business Review

SN - 1360-2381

IS - 3

ER -