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.
Original language | English |
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Number of pages | 5 |
Publication status | Published - 3 Sept 2019 |
Event | BAM 2019: 33rd Annual Conference of the British Academy of Management - Aston University, Birmingham, United Kingdom Duration: 3 Sept 2019 → 5 Sept 2019 https://www.bam.ac.uk/civicrm/event/info?id=3502 https://www.bam.ac.uk/civicrm/event/info%3Fid%3D3502%26amp%3Breset%3D1 |
Conference
Conference | BAM 2019: 33rd Annual Conference of the British Academy of Management |
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Abbreviated title | BAM 2019 |
Country/Territory | United Kingdom |
City | Birmingham |
Period | 3/09/19 → 5/09/19 |
Internet address |
Keywords
- multinational companies
- subsidiaries
- strategy