Subsidiary strategy process: autonomy, distinctiveness, competitive advantage and performance

Research output: Contribution to conferencePaper

Abstract

The extent to which a subsidiary of a multinational company (MNC) can shape its destiny depends on a range of factors (Kostova, et al., 2016; Strutzenberger & Ambos, 2014; Paterson & Brock, 2002). Initially, a subsidiary was seen simply as an agent acting on behalf of an MNC in a host country. Theoretically, the HQ-subsidiary relationship was elaborated in a top-down fashion; problematized in terms of how a subsidiary can best be managed by the HQ and integrated into the larger whole to provide the most value to the MNC. More recently there has been a mushrooming of interest in research that seeks to understand strategic management issues from the subsidiary point of view. There is even some recognition that less top-down interference can be beneficial to both the subsidiary and the MNC.

Conference

ConferenceBritish Academy of Management 2019
Abbreviated titleBAM 2019
CountryUnited Kingdom
CityBirmingham
Period3/09/195/09/19
Internet address

Fingerprint

Subsidiaries
Competitive advantage
Distinctiveness
Autonomy
Strategy process
Multinational companies
Top-down
Strategic management
Factors
Host country
Interference
Integrated

Keywords

  • multinational companies
  • subsidiaries
  • strategy

Cite this

Nair, A., & Sminia, H. (2019). Subsidiary strategy process: autonomy, distinctiveness, competitive advantage and performance. Paper presented at British Academy of Management 2019, Birmingham, United Kingdom.
Nair, Anup ; Sminia, Harry. / Subsidiary strategy process : autonomy, distinctiveness, competitive advantage and performance. Paper presented at British Academy of Management 2019, Birmingham, United Kingdom.5 p.
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abstract = "The extent to which a subsidiary of a multinational company (MNC) can shape its destiny depends on a range of factors (Kostova, et al., 2016; Strutzenberger & Ambos, 2014; Paterson & Brock, 2002). Initially, a subsidiary was seen simply as an agent acting on behalf of an MNC in a host country. Theoretically, the HQ-subsidiary relationship was elaborated in a top-down fashion; problematized in terms of how a subsidiary can best be managed by the HQ and integrated into the larger whole to provide the most value to the MNC. More recently there has been a mushrooming of interest in research that seeks to understand strategic management issues from the subsidiary point of view. There is even some recognition that less top-down interference can be beneficial to both the subsidiary and the MNC.",
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note = "British Academy of Management 2019, BAM 2019 ; Conference date: 03-09-2019 Through 05-09-2019",
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Nair, A & Sminia, H 2019, 'Subsidiary strategy process: autonomy, distinctiveness, competitive advantage and performance' Paper presented at British Academy of Management 2019, Birmingham, United Kingdom, 3/09/19 - 5/09/19, .

Subsidiary strategy process : autonomy, distinctiveness, competitive advantage and performance. / Nair, Anup; Sminia, Harry.

2019. Paper presented at British Academy of Management 2019, Birmingham, United Kingdom.

Research output: Contribution to conferencePaper

TY - CONF

T1 - Subsidiary strategy process

T2 - autonomy, distinctiveness, competitive advantage and performance

AU - Nair, Anup

AU - Sminia, Harry

PY - 2019/9/3

Y1 - 2019/9/3

N2 - The extent to which a subsidiary of a multinational company (MNC) can shape its destiny depends on a range of factors (Kostova, et al., 2016; Strutzenberger & Ambos, 2014; Paterson & Brock, 2002). Initially, a subsidiary was seen simply as an agent acting on behalf of an MNC in a host country. Theoretically, the HQ-subsidiary relationship was elaborated in a top-down fashion; problematized in terms of how a subsidiary can best be managed by the HQ and integrated into the larger whole to provide the most value to the MNC. More recently there has been a mushrooming of interest in research that seeks to understand strategic management issues from the subsidiary point of view. There is even some recognition that less top-down interference can be beneficial to both the subsidiary and the MNC.

AB - The extent to which a subsidiary of a multinational company (MNC) can shape its destiny depends on a range of factors (Kostova, et al., 2016; Strutzenberger & Ambos, 2014; Paterson & Brock, 2002). Initially, a subsidiary was seen simply as an agent acting on behalf of an MNC in a host country. Theoretically, the HQ-subsidiary relationship was elaborated in a top-down fashion; problematized in terms of how a subsidiary can best be managed by the HQ and integrated into the larger whole to provide the most value to the MNC. More recently there has been a mushrooming of interest in research that seeks to understand strategic management issues from the subsidiary point of view. There is even some recognition that less top-down interference can be beneficial to both the subsidiary and the MNC.

KW - multinational companies

KW - subsidiaries

KW - strategy

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Nair A, Sminia H. Subsidiary strategy process: autonomy, distinctiveness, competitive advantage and performance. 2019. Paper presented at British Academy of Management 2019, Birmingham, United Kingdom.