Knowledge management, sharing, and transfer in cross-national teams and the remote management of team members: The onsite-offshore phenomenon of service EMNEs

Purpose – This study examines how emerging market multinational enterprises operating in the service sector manage knowledge and team members in their overseas subsidiaries and what role expatriates play in their operations. Design/methodology/approach – We use a multiple case study design and interview 20 senior managers representing 16 Indian IT firm’s subsidiaries in Australia. The onsite-offshore concept and the SECI model are used to explain the knowledge management process. Findings – The findings show that Indian IT firms mostly transfer knowledge from their headquarters in the parent country to their subsidiaries in the host country using the onsite-offshore model where work is divided and coordinated between team members situated between the two locations. Furthermore, the host country subsidiaries have limited independence in decision-making due to a forward, one-way diffusion of knowledge, thus limiting a two-way interaction between the HQ and the subsidiary for opportunities to create and exchange new knowledge. Originality/Value – The study is one of the few to investigate the onsite-offshore phenomenon in service-based emerging market multinational enterprises

Focal firms and interorganisational relationships in small economies: Towards a multi-level theoretical framework for enhancing value co-creation and performance

\ua9 2024 Elsevier Inc.Underpinning Resource-Based View (RBV) and Relational View (RV) as theoretical premises, we examine the influence of the macro and micro-level factors on inter-organisational relationship/alliances dynamics and competitive advantage of Focal Firms (FF) operating in an emerging Small Island Economy (SIE), Mauritius. Data gathered from in-depth interviews of boundary spanners of FF from diverse industries and sectors, were analysed using the open, axial, and selective coding procedure to establish the main factors influencing inter-organisational relationship dynamics and competitive advantage. Our findings explain and provide insights into the embedded nature of the firms, inter-organisational relationships, value co-creation (VCC), internationalisation capabilities and performance. The novel themes of cultural intelligence and tight-knit society were considered pivotal to firms\u27 relational strategy and advantage, locally; and in their VCC and internationalisation opportunities and capabilities. Our propositions on the emerging themes and the core category web of ties stemming from the situational features define Mauritius, and the multi-level theoretical framework can be extended to understand inter-organisational relationship/alliances in other emerging economies with similar architecture