Knowledge versus learning in internationalization of offshoring activities in China: A case study |
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| Institution: | 1. Cardiff Business School, Cardiff University, Marketing & Strategy Section, UK;2. Kings College, London, UK;3. Erasmus University Rotterdam, Department of Strategic Management and Entrepreneurship, Netherlands;1. Chair for Strategy and Organization, TUM School of Management, Technical University of Munich, Aricsstrasse 21, Munich, D-80333, Germany;2. Kühne Logistics University, Grosser Grasbrook 17, Hamburg, D-20457, Germany;3. Chair for International Management and Corporate Strategy, Faculty of Business Administration, Technical University Bergakademie Freiberg, Schlossplatz 1, Freiberg, D-09599, Germany;1. Computer Engineering Department, Galatasaray University, Ortaköy, Istanbul, Turkey;2. Laboratoire Informatique d’Avignon, Université d’Avignon, Avignon, France;1. INRA, UMR 791 Modélisation Systémique Appliquée aux Ruminants, 16 rue Claude Bernard, F-75005 Paris, France;2. AgroParisTech, UMR 791 Modélisation Systémique Appliquée aux Ruminants, 16 rue Claude Bernard, F-75005 Paris, France;3. UNIP, 11 rue de Monceau, CS 60003, F-75008 Paris, France;1. Université Lyon 1, Villeurbanne, France;2. CNRS, UMR 5007, LAGEP. 43 bd du 11 novembre, 69100 Villeurbanne, France;3. GIPSA-lab, Grenoble Campus, 11 rue des Mathématiques, BP 46, 38402 Saint Martin d’Hères Cedex, France;1. Civil Engineering Department, Technical University of Denmark, Anker Engelunds Vej Building 118, 2800 Kgs.Lyngby, Denmark;2. Danfoss A/S, District Energy Division, Application Center. Nordborgvej 81,Nordbrg,6430 Denmark |
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| Abstract: | This paper deals with the role of existing knowledge in the learning process of the internationalizing organisation. Using an organisational routine approach to organisational knowledge, the paper explores the dual role of pre-existing knowledge in internationalisation. Organisational learning is guided by pre-existing knowledge but is also providing a hindrance to further knowledge development. Experiential learning may challenge existing assumptions in the firm which trigger organisational resistance. The empirical context of the study consists of two in-depth case studies of offshoring activities in China. |
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