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This dissertation explores the influences on effectiveness in headquarters–subunit transfer of capabilities, a phenomenon that has been the focus of little empirical investigation in cases where headquarters involves itself as the active sender. Using an exploratory multiple-case study, it investigates influences on effectiveness in headquarters’ transfer of the same capability to 18 innovation projects located in Asia, Europe and the US. On the basis of 100 interviews with headquarters managers responsible for the transfers, and innovation project teams that receive the transferred capability, a number of novel influences to transfer effectiveness are identified and unpacked. Key findings include the importance of headquarters’ transfer management efforts in influencing the ability and commitment of receiving project teams to adopt the transferred capability. The findings also show how the receivers of the transfers were not limited to the innovation projects, but also included internal and external supporting networks of engineering firms and functions that were found to critically influence transfer effectiveness. On the back of these findings, this dissertation suggests an important yet neglected role of headquarters in actively managing transfers of capabilities to subunits, and adds an interesting alternative to viewing transfers as occurring in isolated sender–receiver dyads by suggesting that the receiver may sometimes be a network.

Influences on Transfer Effectiveness: An Exploratory Study of Headquarters Transfer of Capabilities to Subunits in the MNC