2024-11-0920140969-593110.1016/j.ibusrev.2013.08.0092-s2.0-84888440781http://dx.doi.org/10.1016/j.ibusrev.2013.08.009https://hdl.handle.net/20.500.14288/8496Grounded in knowledge-based theories of the multinational corporation (MNC) and building on organizational learning literature, this paper develops and tests a model of MNC subsidiaries' knowledge creation capability as a joint function of knowledge inflows to subsidiaries and their knowledge stocks (i.e., subsidiaries' internal human, social, and organizational capital). Survey-based data from 106 subsidiaries located in the U.S. suggests that local (i.e., host country) knowledge inflows to a subsidiary are more effective in enhancing a subsidiary's knowledge creation capability compared to global knowledge inflows from other units of the same MNC. Furthermore, results point to a not-invented-here syndrome in the exploitation of knowledge sourced from the parent company; such that when a subsidiary's internal social capital is high, the relationship between global knowledge inflows and knowledge creation capability is negative and when it is low, the relationship becomes positive. (C) 2013 Elsevier Ltd. All rights reserved.BusinessJournal Article1873-6149329419600010Q11811