Strategic development of the multinational subsidiary through subsidiary initiative-taking.

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Journals & Books; Help Download PDF Download. Share. Export. Advanced. Long Range Planning. Vol Issue 2, 1 AprilPages Strategic development of the multinational subsidiary through subsidiary initiative-taking Cited by:   This section addresses the cumulative effect of the various initiatives taken by the MNC subsidiary over time.

A number of previous studies has given insights into aspects of this dynamic.1, 15 In particular, Sargeant 14 proposed that the successful subsidiary's relationship with the parent corporation developed over time and he labelled three stages of that development as childhood Cited by: Strategic development of the multinational subsidiary through initiative-taking Article in Long Range Planning 33(2) April with Reads How we measure 'reads'.

An IDA () survey found that there were almost foreign-owned subsidiaries in manufacturing or IDA-supported international services.

Ownership of these subsidiaries was spread across 29 different countries, but parent companies from three home countries — the USA, the UK and Germany — owned almost 70 per cent of the by: Subsidiary Initiative Taking in Multinational Corporations: the subsidiary is able to change the rules of competition in its industry through its actions (Bouquet and Birkinshaw, ).

Therefore, the concept of subsidiary initiatives does not knowledge because that knowledge holds the potential to strengthen their strategic positions. This paper investigates the political maneuvering that accompanies subsidiary initiative taking in multinational corporations.

On the basis of an explorative empirical investigation of subsidiary initiative taking in the French subsidiaries of six German MNCs, the paper explores the activities that subsidiaries undertake to sell their initiatives, and the relationships among issue selling.

Abstract. Can multinational subsidiary managers develop creative strategies at the subsidiary level. To answer this question, we suggest that tensions between the headquarters and subsidiary perspectives demand a greater focus on the micro-foundations of strategy development in multinational.

However, with the increase of distinctive and valued resources, subsidiary’s relative importance will increase. It follows that the subsidiary gains more control over its own destiny (Pfeffer & Salancik, ; Prahalad & Doz, ).

One way to do so is through subsidiary initiative taking, which will be discussed in the following chapters. the subsidiary to develop social action, which in turn helps the development of subsidiary strategy. Third, the levels of embeddedness the subsidiary develops through its autonomous behavior.

The resulting three levels of embeddedness in ascending order are operational, capability and strategic according to the level of social action achieved.

YOUNG S., HOOD N. and DUNLOP S. () Global strategies, multinational subsidiary roles and economic impact in Scotland, Reg. Stud – This paper considers in a preliminary way the influence of MNE global strategies on foreign subsidiary roles in Scotland, and from this some of the economic effects on the Scottish economy are highlighted.

Strategic Management Journal. the effect of subsidiary capability and perception gaps for subsidiary development, Multinational Business Review, /MBR, ahead-of Nuno Fernandes Crespo, Improving subsidiaries' innovation through knowledge inflows from headquarters and peer subsidiaries, Journal of International.

Purpose – This paper seeks to explore the personal motives of subsidiary CEOs in taking initiatives in multinational corporations. In essence, the paper proposes that subsidiary initiative‐taking is strongly driven by the socio‐political positioning of subsidiary CEOs, which consists of specific “social aspects” that account for the basic orientation that subsidiary CEOs maintain in.

Delany, E., (), ‘Strategic Development of the Multinational Subsidiary through Subsidiary initiative-taking’, Long Range Planning, Vol, No.X, pp The intensity and extensity of knowledge and the multinational corporation as a nearly recomposable system (NRS) Gunnar hedlund Management International Review, In book: The Role of the Subsidiary in International Business, pp Strategic development of the multinational subsidiary through initiative-taking.

Article. Delany, Ed () Strategic development of the multinational subsidiary through subsidiary initiative-taking, Long Range Planning 33 (2), From the library website, choose SearchAll - Library Resources. DELANY, E. Strategic development of the multinational subsidiary through subsidiary initiative-taking.

Long Range Planning, 33(2),[ Links ] D' AGOSTINO, L. M.; SANTANGELO, G. Overseas R&D Laboratories in Emerging Markets Contribute to Home Knowledge Creation. Management International Review, 52(2):This book is one of the first to specifically address the subsidiary development process - a phenomenon by which multinational company subsidiaries enhance their resources and capabilities.

It shows how this process is integral to multinational corporate evolution, which is largely driven by changes in subsidiaries and their development. Strategic development of multinational subsidiaries in Ireland.

In Birkinshaw N. (Eds.), Multinational corporate evolution and subsidiary development: – London: Macmillan.

Description Strategic development of the multinational subsidiary through subsidiary initiative-taking. EPUB

Google Scholar; Dicken P. Geographical perspectives on United States investment in the United Kingdom. – Subsidiary units must respond to emerging threats including disaggregation of value chains and increased headquarters monitoring and control which have led to a cycle of subsidiary decline.

The authors recognize the value of subsidiary initiatives as a short‐term response but argue that subsidiary long‐term survival and growth will depend on the unit's ability to align with its parent.

In addition to these offshore ventures, corporations establish domestic subsidiaries through mergers and acquisitions or to take advantage of the considerable tax savings a subsidiary can provide.

This abundance of subsidiaries presents an increasingly complex landscape for corporate management, particularly in regard to governance and compliance.

The Subsidiary-level Strategy - View presentation slides online. Corporate-level strategy deals with the question of what business or businesses to compete in, and the overall game plan of the multinational firm. Subsidiary-level strategy refers to the game plan of each subsidiary and is concerned with the question of how a subsidiary positions itself among local and international rivals to.

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This book advances and tests a theory of why foreign corporations leave host states. Theories of international business have often ignored the complexity of corporate decisions about leaving foreign countries, generally assuming that the economic and competitive reasons that prompt multinational corporations (hereafter referred to as "multinationals") to enter host states (such as the desire.

The headquarters of multinational corporations (MNCs) perform many sophisticated activities (e.g., Ciabuschi et al. ; Dellestrand and Kappen ; Menz et al.

; Nell et al. ).As part of this, often referred to as the strategic role of headquarters (Goold et al. ), resource allocation to subsidiaries has been argued to be a source of both value creation (e.g., Khanna and Tice. This book highlights the evolution of the thinking on the multinational subsidiary over a quarter of a century, from the early concerns about the 'branch plant syndrome' to very current topics relating to the Multinational Enterprise as a differentiated corporate network and its role in innovation and entrepreneurship.

Strategic decline and how multinational subsidiaries can address this challenge. The challenge for the subsidiary leadership teams at this point is to anticipate strategic decline and get ahead of the curve.

This is a difficult balancing act: they must redirect the organisation onto a different path, whilst continuing to execute the original. Birkinshaw, “Entrepreneurship in Multinational Corporations: The Characteristics of Subsidiary Initiatives,” Strategic Management Journal, vol number 2,pp.

– However, subsequent research in Scotland and Sweden has indicated that a coarser distinction into two types is more generalizable. I research the strategic development of subsidiaries.

This includes the structures and organization of activities within Multinational Corporations, with a specific emphasis on headquarters-subsidiary relationships.

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Recently I have included issues like power, politics, negotiations, and managerial psychology profiles into this research. A parent company may employ several criteria to evaluate the performance of its foreign subsidiaries. Sales growth, market share, stability in output, asset growth and returns on investment are some of these criteria.

Out of these, Return On Investment,(ROI) is the most widely-used criteria-because the interest of the parent company ultimately lies in the Return [ ]. Once strategic goals are set, a multinational corporation will develop specific _____ goals and controls, usually through a two-way process at the subsidiary or affiliate level.

operational In choosing a location, a primary consideration for a multinational corporation investing in a foreign country would be a. The rare subsidiary that achieves prominence in both domains can exert significant control over the parent company’s strategic direction, the authors found.

But when a subsidiary can put only one foot forward, focusing on technology rather than business gives it much more sway. A central theme of much of the recent literature on the strategy of the multinational corporation (MNC) is the increasingly important role played by subsidiary companies as contributors to the development of firm-specific advantages.

Traditional academic models that viewed subsidiaries as either ‘market access’ providers or as recipients of the parent company’s technology transfers.subsidiary self-determination and enhanced teamwork” (Mudambi et al., p. ). Delany () concurs with this view, asserting that the multinational company will benefit from supporting and facilita-ting initiative taking at the subsidiary as it maximises the benefits of its skills and expertise.

However, he warns that subsidiary initiative. A subsidiary initiative is defined as “entrepreneurial proactive behavior in organizational subunits aiming to influence strategy-making in the organization” (Strutzenberger and Ambosp.

). Subsidiary initiatives depend on HQ monitoring; Ambos et al. report a positive association between subsidiary initiatives and HQ monitoring.