تاثیر استراتژی بر اشتراک دانش در شبکه های کشور میزبان  Strategy’s effect on knowledge sharing in host country networks

1. Introduction To enter a market and stay competitive, multinational firms require knowledge and access to the host country environment resources. Andersson, Dellestrand, and Pedersen (2014) acknowledges knowledge and resources in host country networks as country-specific advantages. They provide opportunity for the subsidiary to upgrade its competencies and to evolve (Birkinshaw, 1997). The exchange of knowledge through interactions is essential for new knowledge acquisition (Jonsson, 2015). The revised Uppsala Model (Vahlne & Johanson, 2013, p. 195) explains that internationalization process consists of two subprocesses, “experiential learning” and “commitment building.” These subprocesses take place at both ends of the network relationships. In order for learning to take place, trust is an essential prerequisite. Johanson and Vahlne (2011, p. 489) define business networks as a “set of connected relationships.” They consider business relationships and connections among them as crucial in the network. The access of a subsidiary to its network resources affects that subsidiary’s competitiveness in the market (Andersson, Forsgren, & Holm, 2002). The growth of network relationship depends on knowledge sharing, by learning through interaction and acquiring knowledge (Kogut, 2000). The acquisition of new knowledge identifies opportunities that are not accessible to outsiders (Johanson & Vahlne, 2009). Firms operating in host country environment, as opposed to those operating from a distance or outside the network, reduce uncertainty about the future. Managers of firms operating in a network of business relationships may apply an inter-firm perspective toward change expectations. The learning and knowledge sharing is an ongoing process between network members. Knowledge sharing is crucial to stay competitive. Firms may learn new work techniques and/or identify opportunities in host country networks (Zander & Kogut, 1995). These advantages may relate to new product or innovation in service (Johanson & Vahlne, 2009). In the era of discontinuous change, firms must apply knowledge benefit quickly and effectively and take advantage from that knowledge before competitors do. Firm’s learning capability positively affects both firm’s working and competitive advantage (Amiri, Jandghi, Alvani, Hosnavi, & Ramazan, 2010).