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Abstract
The increased trend of Dragon MNEs investing in Western countries with the main motive of
getting access to knowledge have been acknowledged during the last decade. However, a
limited amount of research have concerned how acquired knowledge is utilized and how the
learning process of a Dragon MNE is established post an acquisition, which this thesis will
address. It is important to address this limited research field, as it is the utilization of
knowledge and not simply the availability of knowledge, which constitutes learning.
Knowledge is partly utilized by means of a Dragon MNEs learning process, including the
acquisition, distribution and integration of knowledge. The learning process of a Dragon
MNE is studied by the case of DingLi, a Chinese-owned company, which acquired the
Swedish company AmanziTel in 2011, with the motive of getting access to knowledge.
Although the acquisition of AmanziTel has been established and was an exploratory move in
terms of seeking knowledge, the acquisition of knowledge within the learning process
continues post the acquisition, as the knowledge acquired from AmanziTel is continuously
exploited while at the same time knowledge from other directions are explored. Hence, how
knowledge is acquired post the acquisition is studied in this thesis in order to establish how
knowledge is utilized within a Dragon MNE.
The main findings from this case study indicate several factors a Dragon MNE need to
possess, in turn influencing the learning process and the utilization of knowledge, inter alia,
established means and control mechanisms; ambidexterity; collaboration, connectedness and
trust; awareness of potential obstacles; absorptive capacity; and, the ability to go from
awareness to action. Essentially, the awareness of the effort needed by Dragon MNEs have
to be realized in order to fully utilize acquired knowledge since knowledge will not
automatically be utilized within the organization after knowledge has been acquired. In the
case of DingLi, no fully developed learning process was found and knowledge was thus not
fully utilized. The top management of DingLi was aware of the needed implementations and
developments, however, in this case it all came down to the lacking ability of taking the step
from awareness to action. | sv |
