Knowledge transfer within company-specific production systems: from an MNC subsidiary to local suppliers

Purpose This study aims to analyze the knowledge transfer process for implementing a company-specific production system (XPS) from a subsidiary of a multinational corporation (MNC) to its local suppliers. Design/methodology/approach A case study approach was adopted and applied in an automotive supply chain. Empirical data were collected from interviews, observations and internal documents. Findings The literature shows that the successful XPS implementation depends on the ability to transfer XPS knowledge; the motivation of the source unit to share XPS knowledge; the value and nature of knowledge embedded in XPS; the effectiveness of individual, social and organizational transfer mechanisms; the motivation and absorptive capacity of the target unit and, the organizational, social and relational contexts in which XPS is transferred. Based on the research findings, we develop 12 propositions and presented them in a framework. Research limitations/implications This paper expands and enriches the literature on the knowledge transfer process of XPS. The proposed framework establishes theoretical propositions and associations raised by qualitative analysis. However, these propositions are potentially testable on a larger scale for broader generalization. Practical implications Managers can recognize critical factors and relationships needed to improve the XPS implementation from an MNC subsidiary to its local suppliers. Originality/value The proposed framework provides a scheme to capture the essential critical factors affecting a successful XPS implementation between MNC subsidiaries and local suppliers. Moreover, we found relevant associations between pairs of critical factors that were not identified in the literature.