Emerging Economy MNEs Joan Lilian Ogendo Emerging Economy MNEs Exploring the Integration of Knowledge Transfer and Strategy for Sustainable Performance Joan Lilian Ogendo Emerald-El Jay Management Consultants Nairobi, Kenya ISBN 978-3-319-52035-3 DOI 10.1007/978-3-319-52036-0 ISBN 978-3-319-52036-0 (eBook) Library of Congress Control Number: 2017930631 © The Editor(s) (if applicable) and The Author(s) 2017 This work is subject to copyright All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed The use of general descriptive names, registered names, trademarks, service marks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations Cover pattern © Harvey Loake Printed on acid-free paper This Palgrave Macmillan imprint is published by Springer Nature The registered company is Springer International Publishing AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland I dedicate this book to the Almighty God for the gift of life, wisdom and the understanding of knowledge; to my Dad Mr Samson Ogendo Apondi, now deceased, and to my mother Mrs Yuniah Ogendo Dad, I appreciate you for imparting knowledge in me and your dream to perceive my future publications that your demise did not allow you to witness Mama, I am grateful for your consistent support, prayers, patience, understanding and love that enabled my determination to attain this far PREFACE The acquisition of knowledge is on high demand in the current age of the twenty first century Competition is the order of this century in the production of substitute goods and services being offered in the market It would be appropriate if the competitors understood the market and utilized the available knowledge efficiently and effectively in producing quality goods and services to their firms’ customers and other stakeholders’ at the most economical values This book focuses on the modes of knowledge transfer practiced, strategic actions adapted, the dynamic business environment of predictability and changeability experienced; and the applied sustainable balanced scorecard performance by the Emerging Multinational Enterprises in Kenya The book describes the strategic actions that are applied for sustainable performance It further explains the linkage of strategic actions and the modes of knowledge transfer for sustainable performance Fundamentally, the book enlightens about the influence of the modes of knowledge transfer on strategy for sustainable performance in dynamic business environment The integration of knowledge transfer and strategy for sustainable performance in Emerging Multinational Enterprises is important to managers, investors, business persons, researchers, post graduate students and consultants Managers may be interested to ascertain ideas that can enable them to set up their organizational policies Investors could be interested in geographical regions and organizations where they can invest in Business persons would be interested in organizations where they can trade their products and services Researchers may be interested in information that would enable them to create awareness to their clients on business issues and benefits of vii viii PREFACE given regions Post graduate students would be interested for academic reference and clarity of knowledge Consultants would use this information to advise their clients on the appropriate policies and practices of Emerging Multinational Enterprises The research was conducted on 25 Emerging Multinational Enterprises in Kenya who have their headquarters offices in Kenya and trade outside Kenya or have foreign direct investments These Emerging Multinational Enterprises operate in diverse business sectors across the economy Among the business sectors, these organizations operate in agriculture, commercial and services, telecommunications and technology, banking, insurance, manufacturing and allied, construction and allied; and energy and petroleum business sectors Some of these Kenyan Multinational Enterprises operate within the East African countries of Kenya, Uganda and Tanzania Others operate in the African countries such as Zanzibar, Malawi, South Sudan, Rwanda, Burundi, Ethiopia, Congo, Mozambique, Somalia, Egypt, Zimbabwe, Angola, Ghana, Nigeria and Zambia A few operate outside the African continent I acknowledge Professor Evans Aosa, Professor Martin Ogutu and Professor G P Pokhariyal for encouraging me to pursue the research to accomplishment Dr James Njihia, Dr Vincent Machuki, Dr Nicholas Letting and Professor Z B Awino for guidance during the research work Siblings, Mr Paul Apondi and Dr Margaret Ogendo – Oloo for their encouragement and empathy prior, during and after the script of this book; and finally, the University of Nairobi fraternity, together with all the Emerging Multinationals that participated in this research to ensure its success The author is also grateful to all those who participated directly and indirectly and are not mentioned above CONTENTS Introduction Strategy and Knowledge Transfer for Sustainable Performance Emerging Economy of Multinational Enterprises Justification of the Book Theoretical Foundation References 1 13 Materialization of Knowledge Transfer, Strategy, Dynamic Environment and Sustainable Balance Scorecard Performance Knowledge Transfer Strategic Actions Environmental Dynamism Sustainable Balance Scorecard Performance References 17 17 21 24 29 34 Strategy for Sustainable Performance Strategy and Sustainable Performance The Effect of Strategy on Performance References 37 37 38 44 Integral Modes of Knowledge Transfer on Strategy for Sustainable Performance Strategy, Knowledge Transfer and Sustainable Performance 47 47 ix x CONTENTS The Influence of the Knowledge Transfer on Strategy and Performance The Influence of the Modes of Knowledge Transfer on Product Development and Performance The Influence of the Modes of Knowledge Transfer on Market Penetration and Performance The Influence of the Modes of Knowledge Transfer on Market Development and Performance The Influence of the Modes of Knowledge Transfer on Diversification and Performance References Achieve Sustainable Performance in Dynamic Business Environment Strategy, Knowledge Transfer, Business Environment and Performance The Effect of Strategy, Knowledge Transfer, Environmental Dynamism and Performance The Effect of Industry Environment on Strategy, Knowledge Transfer and Performance The Effect of Macroenvironment on Strategy, Knowledge Transfer and Performance The Effect of Microenvironment on Strategy, Knowledge Transfer and Performance The Effect of Environmental Dynamism on Strategy, Knowledge Transfer and Performance The Influence of the Modes of Knowledge Transfer and Environmental Dynamism on Strategy and Performance References Conclusion and Recommendations Summary Conclusion Implications of this Book The Theoretical Implication Methodological Implication Implication for Policy and Practice Contribution to Knowledge 48 64 66 68 70 74 77 77 78 83 84 84 85 86 88 89 89 91 92 92 93 94 97 CONTENTS Recommendations References Index xi 99 100 101 CHAPTER Conclusion and Recommendations Abstract Ogendo presents the summary, conclusion, implication of the book on Emerging economy MNEs, the contribution of knowledge and the recommendation of knowledge transfer, strategy, environmental dynamism and sustainable performance The summary includes all the chapters of the book regarding Emerging MNEs in Kenya (Africa) The implication focuses on theoretical, policies and practices of the modes of knowledge transfer, strategy and sustainable performance The chapter reveals the joint effect of strategy, the modes of knowledge transfer and environmental dynamism on sustainable performance Keywords Strategy Á Modes of knowledge transfer Á Environmental dynamism Á Sustainable performance Á Emerging market multinational enterprises (MNEs) SUMMARY Chapter dealt with the introductory part of the book It covered the conceptual, theoretical and contextual arguments on strategy, knowledge transfer, business environment, sustainable balanced scorecard performance and Emerging MNEs in Kenya The problem statement and the justification of the book on Emerging MNEs in Kenya were enlightened The theoretical linkages of the concepts of strategy, the modes of © The Author(s) 2017 J.L Ogendo, Emerging Economy MNEs, DOI 10.1007/978-3-319-52036-0_6 89 90 EMERGING ECONOMY MNES knowledge transfer, dynamic environment and sustainable performance were also evaluated Chapter reveals the expression of the modes of knowledge transfer, strategy, environmental dynamism and the sustainable balanced scorecard performance It evaluates the significance levels, mean, standard deviation, differences between means and the coefficient of variation It highlights the extent to which knowledge is practiced, the strategies adapted and performance measurement that have been adapted It further highlights the level of predictable and changeable level of business environment experience by these Emerging MNEs in Kenya Chapter appraises the strategy for sustainable performance of the Emerging MNEs in Kenya It covers the empirical studies, statistical regressed findings and discussions which reveal that the strategic actions of product development, market penetration, market development and diversification have moderately strong correlations with customer performance and internal business process performance; and have moderately weak correlation with financial performance These strategies achieve internal business process performance, customer performance and financial performance Chapter assesses strategy and the modes of knowledge transfer for sustainable performance The results show that when all the modes of knowledge transfer of socialization, internalization, externalization and combination are used to facilitate the combined strategies of product development, market penetration, market development and diversification, they have strong correlation to customer performance and internal business performance; and have moderately strong correlation with social performance Socialization as a mode of knowledge transfer influences thes trategies of product development, market penetration, market development and diversification to achieve internal business performance Internalization as a mode of knowledge transfer influences the strategies of product development, market development and diversification to achieve internal business process performance; however, it also influences the strategy of market penetration to achieve customer performance Externalization as a mode of knowledge transfer influences the strategies of product development, market penetration, market development and diversification to achieve customer performance Combination as a mode of knowledge transfer influences product development strategy to achieve internal business performance, market penetration strategy to influence customer performance; and the strategies of market development and diversification to influence social performance However, socialization as CONCLUSION AND RECOMMENDATIONS 91 a mode of transfer has no significant influence on the strategies of product development, market penetration, market development and diversification to achieve environmental performance Internalization as a mode of knowledge transfer has no significant influence on the strategies of product development, market development and diversification to achieve environmental performance, and on market penetration to achieve financial performance Externalization as a mode of knowledge transfer has no significant influence on the strategies of product development, market penetration, market development to achieve environmental performance, and on diversification to achieve learning and growth performance Combination as a mode of knowledge transfer has no significant influence on the strategies of product development and market development to achieve environmental performance; and on the strategies of market penetration and diversification to achieve financial performance Chapter reviews the joint effect of strategy, the modes of knowledge transfer for sustainable performance The results reveal that combined strategies along with all the modes of knowledge transfer have strong correlations with customer performance and moderately strong correlation with social performance to attain sustainability The modes of knowledge transfer influence the strategic actions of product development, market penetration, market development and diversification to achieve internal business process performance, customer performance and social performance in the environmental dynamism of industry environment, macroenvironment and microenvironment CONCLUSION The study reveals that Emerging MNEs in Kenya mostly achieve sustainable customer performance, internal business process performance and financial performance when they adapt the strategies of product development, market penetration, market development and diversification However, these Emerging MNEs achieve sustainable customer performance, internal business performance and social performance when they practice the use of the modes of knowledge transfer Moreover, when the environmental dynamism aspect of the business environment is considered, the Emerging MNEs highly achieve the sustainable customer performance, internal business performance and social performance Generally, learning and growth performance is least achieved when strategies are applied, while environmental performance is not significant 92 EMERGING ECONOMY MNES IMPLICATIONS OF THIS BOOK The implications of this book are categorized as theoretical, methodological and managerial Theoretical implications include the additional knowledge on theories and the academic implication The additional knowledge on theories contributes to the existing theories The academic implication enhances empirical knowledge Methodological implication includes the relevance of the methodology used and the managerial implication describes the policy and practice The relevance of the methodology used confirms its accomplishment of the discovery of this book The managerial implications focus on the decision making of the organizations THE THEORETICAL IMPLICATION The theoretical implication suggests that, first, Ansoff’s strategy matrix alone partly achieves the stakeholders’ theory Next, the knowledge-based theory and the organizational theory of knowledge creation when applied at the commencement of the application of Ansoff’s strategy matrix partlyachieve the stakeholders’ theory Finally, the book realizes the stakeholders’ theory as the outcome of Ansoff’s strategy matrix, the knowledge-based theory of the firm, the theory of the organizational knowledge creation, the contingency theory and Porter’s five forces model Theoretically, this book contributes to the advancement of the dynamic theory of knowledge creation (Nonaka, 1994); industrial organizational economics theory (Porter, 1981), Porter’s five forces industry model (Porter, 1980), stakeholders’ theory (Kaplan and Norton, 1992; Figge et al., 2002; Hubbard, 2009) and contingency theory (Lawrence and Lorsch, 1967) The book links the theories of strategy and sustainable balanced scorecard performance and confirms that strategy has significant effect on sustainable balanced scorecard performance This book confirms that the dynamic theory of organizational knowledge creation (Nonaka, 1994) is supported by the socialization, internalization, externalization and combination as modes of knowledge transfer However, the knowledge-based theory of the firm (Grant, 1996) is partly supported by the modes of knowledge transfer Therefore, the aforesaid theories are confirmed to be relevant However, the knowledge-based theory of the firm on fundamental common language for integration of organization mechanism is partly supported by this book CONCLUSION AND RECOMMENDATIONS 93 The relations between strategy, the modes of knowledge transfer and sustainable balanced scorecard performance reveal that the modes of knowledge transfer have significant intervening influence between strategy and sustainable balanced scorecard performance For the industrial organization economic framework (Porter, 1981) of structure-conduct-performance, structure is supported by Ansoff (1965) generic strategies The linkage of strategy, the modes of knowledge transfer, sustainable balanced scorecard performance is relevant The joint effect of strategy, the modes of knowledge transfer and environmental dynamism have a significant effect on customer performance, internal business process performance and social performance Porter’s (1980) industry forces are supported by threat of new entrants, competition among rivals, exit barriers and relative power of customers and the power of suppliers of the firm Moreover, (Lawrence and Lorsch, 1967) contingency theory and Dess and Beard (1984) environmental dynamism theories are supported The stakeholders’ theory on balanced scorecard (Kaplan and Norton, 1992) and sustainable balanced scorecard (Figge, 2002; Hubbard, 2009) are supported The study may be a data bank to the academicians, researchers and students, in reference to knowledge transfer empirical information METHODOLOGICAL IMPLICATION The methodological implication confirms the use of cross-sectional survey when carrying out a survey on the concepts of the modes of knowledge transfer, strategy, environmental dynamism and sustainable balanced scorecard performance The simple regression analysis is relevant in analysing the effect of strategy on sustainable balanced scorecard performance However, multiple regression analysis is appropriate in analysing the joint variables of strategy, the modes of knowledge transfer, environmental dynamism and sustainable balanced scorecard performance, while simultaneous method is appropriate for intervening of the modes of knowledge transfer on the relationship between strategy and sustainable balanced scorecard performance Pearson correlation is relevant in the correlation of the variables of strategy, the modes of knowledge transfer, environmental dynamism and the sustainable balanced scorecard performance, while regression analyses provide inferential statistics 94 EMERGING ECONOMY MNES The one sample t-test is appropriate in the data analysis The one sample test provides the mean, standard deviation and the t-value to measure the statistical description of the data The one sample t-test is useful in the descriptive statistics The indicators of the modes of knowledge transfer, strategy, environmental dynamism and the non-financial indicators of customer performance, internal business process performance, learning and growth performance, social performance and environmental performance were measured using the likert scale, while the financial indicators of earnings per share, dividend yield and return on equity were measured using the ratio scale and later converted to likert scale to measure the extent of their application IMPLICATION FOR POLICY AND PRACTICE For the determination of the strategy for sustainable performance, product development has significant effect on customer performance, internal business process performance and financial performance; however, it has no significant effect on learning and growth performance, social performance and environmental performance Market penetration has significant effect on customer performance; however, it has no significant effect on internal business process performance, learning and growth performance, social performance, environmental performance and financial performance Market development has significant effect on financial performance; however, it has no significant effect on customer, internal business process performance, learning and growth performance, social performance and environmental performance Diversification has significant effect on customer performance and internal business process performance; however, it has no significant effect on learning and growth performance, social performance, environmental performance and financial performance The joint strategic actions have significant effect on customer performance, internal business process performance and financial performance; however, it has no significant effect on learning and growth performance, social performance and environmental performance For the establishment of the strategy and mode of knowledge transfer to apply for sustainable performance, overall, all the modes of knowledge transfer, if applied concurrently, have significant influence on strategy and customer performance, internal business process and social performance; however, it has no significant influence on strategy and learning and growth performance, environmental performance and financial performance CONCLUSION AND RECOMMENDATIONS 95 Moreover, product development, strategy and mode of knowledge transfer for sustainable performance, socialization has significant influence on product development and customer performance, internal business process performance and learning and growth performance; however, it has no significant influence on product development and social performance, environmental performance and financial performance Internalization has significant influence on product development and customer performance, internal business process performance and financial performance; however, it has no significant influence on product development and learning and growth performance, social performance, environmental performance and financial performance Externalization has significant influence on product development and customer performance, internal business process performance and financial performance; however, it has no significant influence on product development and learning and growth performance, social performance and environmental performance Combination has significant influence on product development and customer performance, internal business process performance, social performance and financial performance; however, it has no significant influence on product development, learning and growth performance, and environmental performance For the purpose of the market penetration strategy and mode of knowledge transfer for sustainable performance, socialization has significant influence on market penetration and customer performance, internal business process performance and learning and growth performance; however, it has no significant influence on market penetration and social performance, environmental performance and financial performance Internalization has significant influence on market penetration and customer performance and internal business process performance; however, it has no significant influence on market penetration and learning and growth performance, social performance, environmental performance and financial performance Externalization has significant influence on market penetration and customer performance and internal business process performance; however, it has no significant influence on market penetration and learning and growth performance, social performance, environmental performance and financial performance Combination has significant influence on market penetration and customer performance, internal business process performance and social performance; however, it has no significant influence on market penetration and learning and growth performance, environmental performance and financial performance For the function of the market development strategy and mode of knowledge transfer for sustainable performance, socialization has 96 EMERGING ECONOMY MNES significant influence on market development and customer performance, internal business process performance, learning and growth performance, and financial performance; however, it has no significant influence on market development and social performance and environmental performance Internalization has significant influence on market development and internal business process performance; however, it has no significant influence on market development and customer performance, learning and growth performance, social performance, environmental performance and financial performance Externalization has significant influence on market development and customer performance and internal business process performance; however, it has no significant influence on market development and learning and growth performance, social performance, environmental performance and financial performance Combination has significant influence on market development and customer performance, internal business process performance and social performance; however, it has no significant influence on market development and learning and growth performance, environmental performance and financial performance For the utility of the diversification strategy and mode of knowledge transfer for sustainable performance, socialization has significant influence on diversification and customer performance, internal business process performance and learning and growth performance; however, it has no significant influence on diversification and social performance, environmental performance and financial performance Internalization has significant influence on diversification and customer performance and internal business process performance; however, it has no significant influence on diversification and learning and growth performance, social performance, environmental performance and financial performance Externalization has significant influence on diversification and customer performance and internal business process performance; however, it has no significant influence on diversification and learning and growth performance, social performance, environmental performance and financial performance Combination has significant influence on diversification and customer performance, internal business process performance and social performance; however, it has no significant influence on diversification and learning and growth performance, environmental performance and financial performance For the achievement of sustainable performance in the dynamic environment, strategy, knowledge transfer and industry environment has CONCLUSION AND RECOMMENDATIONS 97 significant effect on customer performance, internal business process and social performance; however, it has no significant effect on learning and growth performance, environmental performance and financial performance Strategy, knowledge transfer and macroenvironment has significant effect on customer performance and internal business process performance; however, it has no significant effect on learning and growth performance, social performance, environmental performance and financial performance Strategy, knowledge transfer and microenvironment has significant effect on customer performance, internal business process performance and social performance; however, it has no significant effect on learning and growth performance, environmental performance and financial performance The joint strategy, knowledge transfer and environmental dynamism have significant effect on customer performance, internal business process performance and social performance; however, it has no significant effect on learning and growth performance, environmental performance and financial performance CONTRIBUTION TO KNOWLEDGE Generally, this book has highlighted that strategy has significant effect on sustainable balance scorecard performance For the organizations that adapt Ansoff’s strategy matrix to attain stakeholders’ theory of performance, product development strategy attains customer performance, internal business process performance and financial performance Market penetration strategy attains customer performance only Market development strategy attains financial development only Diversification strategy attains customer performance and internal business process performance This confirms that Ansoff’s (1965) strategy matrix attain Kaplan and Norton (1992) stakeholders theory Moreover, knowledge transfer has significant influence on relationship between strategy and sustainable balanced scorecard performance For organizations that adapt Ansoff’s strategy matrix and practice all the four modes of knowledge transfer to achieve stakeholders’ theory of performance, the integration of product development strategy plus the four modes of knowledge transfer achieve customer performance and internal business process performance; socialization only as a mode of knowledge transfer achieve learning and growth performance on product development strategy; internalization only, as a mode of knowledge transfer achieve financial performance on product development strategy; externalization 98 EMERGING ECONOMY MNES only, as a mode of knowledge transfer achieve financial performance on product development strategy; and combination only, as a mode of knowledge transfer on product development strategy achieve social performance and financial performance Market penetration strategy plus the four modes of knowledge transfer achieve customer performance and internal business process performance; socialization only, as a mode of knowledge transfer on market penetration achieve learning and growth performance; and combination only, as a mode of knowledge transfer on market penetration achieve social performance Market development strategy plus the four modes of knowledge transfer achieve internal business process performance, while a mix of socialization, externalization and combination as modes of knowledge transfer on market development achieve customer performance; socialization only, as a mode of knowledge transfer on market development achieve learning and growth performance and financial performance; and combination only, as a mode of knowledge transfer on market development achieve social performance and financial performance Diversification strategy plus the four modes of knowledge transfer achieve customer performance and internal business process performance; socialization only, as a mode of knowledge transfer on diversification achieve learning and growth performance; and combination only, as a mode of knowledge transfer on diversification achieve social performance The application of dynamic theory of knowledge creation (Nonaka, 1994) influence Ansoff’s (1965) strategy matrix to achieve Stakeholders’ theory of balanced scorecard by Kaplan and Norton (1992) and sustainable balanced scorecard by Figge et al (2002) and Hubbard (2009) Besides, the modes of knowledge transfer have significant influence in the relationship strategy and sustainable balanced scorecard performance Environmental dynamism involves predictability and changeability of industry environment, macroenvironment and microenvironment Environmental dynamism affects the practice of the combined modes of knowledge transfer and strategy to achieve customer performance and internal business process performance Industry environment and microenvironment affects the combined modes of knowledge transfer and strategy to achieve social performance Porter’s (1980) five forces model and contingency theory (Lawrence and Lorsch, 1967) affect the practice of dynamic theory of knowledge creation (Nonaka, 1994) and Ansoff’s (1965) strategy matrix to achieve Stakeholders’ theory (Kaplan and Norton, 1992; Figge et al., 2002; Hubbard, 2009) CONCLUSION AND RECOMMENDATIONS 99 RECOMMENDATIONS This book focuses on the listed Emerging MNEs in Kenya These companies represent the agricultural, commercial and services, telecommunications and technology, banking, insurance, manufacturing and allied, construction and allied; and petroleum and energy MNEs in Kenya Research needs to be done on other Emerging MNEs outside Kenya Also, other business sectors other than those examined, need to be addressed Regionally, the focused Emerging MNEs mostly operate in Africa The research can also be conducted in other emerging markets to confirm the finding of the Emerging MNEs in Kenya The research could be conducted in Asia and Latin America and other African countries This will exhaustibly contribute to the findings on research on this particular model This book focuses on environmental dynamism Apart from environmental dynamism, businesses also encounter environmental munificence and complexity Future research should consider environmental munificence and complexity using the same model and compare their outcome with the outcome of environmental dynamism The book examines the adaption of the generic strategic action of Ansoff by the Emerging MNEs in Kenya Ansoff’s strategy matrix deals with the business expansion Future research should apply the same model and replace strategy with Porter’s business strategies of quality, differentiation and cost leadership Future research could also use this model to replace strategy with Miles and Snow’s strategy typology on strategic stances This book is limited to the cross-sectional survey method of research The cross-sectional survey is carried out once and represented a snapshot of one point in time It described the incidence of trends of Emerging MNEs and explained how the factors were related in different organizations Apart from the cross-sectional survey, other surveys, such as the longitudinal and case studies, could be used in future research to distinguish the outcome of this book Such surveys could provide other information that would be significant to managerial decisions It could also contribute to the theory of the knowledge of the firm The book was limited to descriptive statistics, the regression and Pearson’s correlation methods of data analyses Descriptive statistics and multiple regression analysis captured the relationships between strategies, the modes of knowledge transfer, environmental dynamism and sustainable balanced scorecard performance Pearson’s correlation measured the nature 100 EMERGING ECONOMY MNES and strength of variable relationships while the coefficient of determination measured the amount of variation explained by model variables Apart from the descriptive statistics, regression and Pearson correlation methods of data analysis, other techniques could be used to test the same research These include other dependency techniques such as discriminant analysis, MANOVA, structural equation modeling and independent techniques such as factor analysis, cluster analysis and multidimensional scaling The results obtained from the application of these techniques could be compared and analysed REFERENCES Ansoff, H I (1965) Corporate Strategy: An Analytical Approach to Business Policy for Growth and Expansion New York: McGraw-Hill Dess, G G., & Beard, D W (1984) Dimensions of Organizational Tasks Environment Administrative Science Quarterly, 29, 52–72 Figge, F., Hanh, T., Schaltegger, S., & Wagner, M (2002) The Sustainability Balanced Scorecard – Linking Sustainability Management to Business Strategy Business Strategy and the Environment, 11, 269–284 Grant, R M (1996) Towards a Knowledge Based Theory of the Firm Strategic Management Journal, 17(Special Issue: Knowledgeand the Firm), 109–122 Hubbard, G (2009) Measuring Organizational Performance Beyond the Tripple Bottom Line Business Strategy and Environment, 19, 177–191 Kaplan, R S., & Norton, D P (1992) The Balanced Scorecard – Measures That Drive Performance Harvard Business Review, 70(1), 71–79 Lawrence, P R., & Lorsch, J W (1967) Organizational and Environment Managing Differentiation and Integration Boston, MA: Harvard Business School Nonaka, I (1994) A Dynamic Theory of Organizational Knowledge Creation Organizational Science, 5(1), 14–37 Porter, M E (1980) Competitive Strategy: Techiques of Analyzing industries and Competitors New York: Free Press Porter, M E (1981) The Contributions of Industrial Organization to Strategic Management The Academy of Management Review, 6(4), 609–620 INDEX A Africa, 5, 99 Ansoff, H.I., 2, 7, 9, 22, 92, 93, 97–99 D Diversification, 2, 3, 22–23, 38, 41–43, 49, 60–63, 70–74, 86, 90, 94, 96–98 B Balanced scorecard, 2–11, 12, 25, 29, 30, 38, 39, 42, 44, 48–64, 73–74, 78–83, 88, 89, 92–93, 97–99 E Ecological changes, 25 Emerging Multinational Enterprises, 2–4 Environment, 2, 4, 6, 9, 11, 12, 18, 22, 24, 25, 27, 29, 74, 78, 79, 80, 83, 84, 86, 87, 88, 90, 91, 96, 98 Environmental Dynamism, 3–10, 11, 24–30, 78–88, 90, 91, 93, 97, 98, 99 Environmental performance, 30, 33, 39–42, 50–73, 79–86, 90–91, 94–97 Exit Barriers, 3, 12, 25, 93 Externalization, 4, 8, 9, 18, 20, 49, 51, 55–56, 58–59, 62, 65, 67, 68, 71–73, 86, 90–92, 95–98 C Competition among rivals, 3, 27, 93 Contingency theory, 3, 9, 11, 92, 93, 98 Customer, 3, 12, 29, 30, 41, 43, 72, 94 Customer performance, 30, 33, 41–43, 50–73, 79–87, 90–91, 93–98 © The Author(s) 2017 J.L Ogendo, Emerging Economy MNEs, DOI 10.1007/978-3-319-52036-0 101 102 INDEX F Financial institutions, 24, 27 Financial performance, 13, 30, 33, 39–43, 55–73, 80–86, 90, 91, 94–98 G Grant, R.M., 2, 7, 10, 19, 92 H Hubbard, G., 2, 3, 7, 12, 30, 92, 93, 98 I Integration, 4, 9, 11, 72, 92, 97 Internal business process performance, 30, 39–43, 50–73, 79–87, 90, 91, 93–98 Internalization, 4–5, 8, 9, 18, 20, 21, 49, 50, 54–55, 57–58, 61, 65, 67, 69, 71, 73, 86, 91, 92, 95–97 K Kaplan and Norton, 2, 3, 12, 29, 92, 93, 97, 98 Knowledge creation, 2, 4–5, 7–10, 19, 48, 92, 98 Knowledge transfer, 1–12, 17–34, 44, 47–74, 78–88, 89–100 L Labour markets, 24, 25, 27 Learning and growth performance, 30, 39–43, 50–73, 80–86, 91, 94–98 Legal factors, 27 M Market development, 1, 3, 23, 38, 40–41, 43, 49, 57–60, 68–70, 73, 86, 90, 94, 96, 98 Market penetration, 2, 3, 23, 38–40, 43, 49, 53–56, 66–68, 73, 86, 90, 91, 94–95, 97 Modes of knowledge transfer, 4–11, 20–21, 22, 25, 29, 30, 44, 47–74, 78, 79, 86–88, 89–94, 97–99 N New entrants, 3, 12, 25, 27, 93 Nonaka, I., 1, 2, 4–5, 8, 10, 18, 19, 92, 98 P Performance, 1–3, 17–34, 37–44, 47–74, 78–87 Perspective, 2, 3, 12, 29 Political factors, 25 Porter, 2, 7, 11, 48, 92, 93, 98, 99 Product development, 2, 3, 20, 23, 39, 43, 49–53, 64–66, 72–73, 86, 94, 95, 97 S Socialization, 3, 4, 8, 10, 18–21, 49, 50, 53, 54, 57, 60, 61, 64–65, 66, 68–69, 72, 86, 95–98 Social performance, 29, 30, 39–43, 50–73, 79–87, 90, 91, 93–98 Socio-cultural activities, 24, 27 Stakeholders, 1, 2, 7, 9, 10–12, 20, 22, 92, 93, 97, 98 Strategic actions, 2–11, 21–24, 29, 30, 37, 42, 63, 74, 88, 90, 91, 94, 99 INDEX Strategy, 1–4, 6, 7, 9, 11–12, 17–34, 37–44, 47–74, 77–88, 89–99 Substitute products, 3, 25, 27 Suppliers, 3, 12, 24, 27, 93 Sustainable balanced scorecard, 2, 4–12, 25, 29, 30, 38–42, 44, 48–63, 73–74, 78–82, 88, 89, 90, 92, 93, 99 103 Sustainable performance, 1–3, 4, 6, 7, 22, 30, 33, 37–44, 47–74, 77–88, 90, 91, 94–96 T Technological changes, 25, 27, 33 Trade organizations, 23, 27 Trade unions, 24, 27 ... strategy and performance The effect of strategy, knowledge transfer, industry environment and performance The effect of strategy, knowledge transfer, macro environment and performance The effect of strategy, ... and Sustainable Performance 47 47 ix x CONTENTS The Influence of the Knowledge Transfer on Strategy and Performance The Influence of the Modes of Knowledge Transfer on Product Development and Performance. .. actions and the modes of knowledge transfer for sustainable performance Fundamentally, the book enlightens about the influence of the modes of knowledge transfer on strategy for sustainable performance