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The internationalization of Brazilian companies is a recent process and raises the need for studies to better understand the dynamic and establishment of Brazilian late-movers in other continents. Moreover, the studies on Brazilian multinational subsidiaries are still scarce. As a result, the general goal of this research was to analyze the influence of knowledge transfer and cultural factors in initiatives of Brazilian multinational subsidiaries. The three hypothesis of this study emerged from the studies about headquarters and subsidiaries of multinationals, mainly those related to culture, knowledge transfer, and initiative. Based on Birkinshaw’s (1999) model of subsidiary initiative, this research’s model was depicted and it considered both the corporate context and the location of the subsidiary. These issues were especially set by behavioral dimensions. Regarding methodological issues, the explanatory sequential strategy was employed. This strategy includes collecting and analyzing quantitative data and, then, collecting and analyzing qualitative data. At the first phase of the research, statistical techniques were used to analyze a sample of 66 Brazilian multinational subsidiaries. At the second phase, results were obtained and analyzed through a more qualitative approach at Weg, a Brazilian multinational, including headquarters and subsidiaries. As main findings, it has been noticed that knowledge transfer in Brazilian multinationals, mostly, occurs from headquarter to the subsidiary and it is especially true when these subsidiaries are resulted from an acquisition. It was noticed that tacit knowledge sharing occurs through the socialization process. Results depicted from both phases of the research unveiled that some Brazilian cultural features are present in the subsidiaries, especially those related to power, centralization, and hierarchy. These issues can hamper the knowledge transfer process. It was possible to validate the proposed model since it explained 28.9% of the Brazilian multinational subsidiary initiative variability. This number is considered satisfactory for studies in Social Sciences. Two out of the three tested hypothesis were confirmed: the initiative of the subsidiary is directly influenced by knowledge transfer, which is, then, influenced by culture. However, although the influence of culture in the initiative of the subsidiary was not confirmed with this study’s sample, there is evidence it is important. The study at Weg, at the second phase of this research, was useful to put the proposed model into practice. Inspired by a proposal similar to Birkinshaw’s (1995) model and considering knowledge transfer, culture, and initiatives of units, three subsidiary clusters were defined: (1) reconfiguration initiative, (2) local market initiative, and (3) incipient initiative. Contributions of this study include: (1) enriching the under-construction academic literature by studying Brazilian multinationals and focused on the initiative of subsidiaries, (2) defining a theoretical model with predominantly behavioral variables, (3) validating the model, and (4) discussing the operation of Brazilian multinationals within the international context. Future studies should include other variables into the research model, which may be reapplied at Brazilian multinational subsidiaries. It will enable researchers to both promote a longitudinal analysis and to understand the reality of other countries. Moreover, aiming at deepening the interpretation of data from the quantitative phase, it is relevant to conduct research at other Brazilian multinationals and the approach should be qualitative, likewise the second phase of this study.

A influência da transferência de conhecimento e de fatores culturais na iniciativa das subsidiárias de multinacionais brasileiras