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

Research output: Contribution to conferencePaperpeer-review

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 languageEnglish
Number of pages5
Publication statusPublished - 3 Sep 2019
EventBAM 2019: 33rd Annual Conference of the British Academy of Management - Aston University, Birmingham, United Kingdom
Duration: 3 Sep 20195 Sep 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

ConferenceBAM 2019: 33rd Annual Conference of the British Academy of Management
Abbreviated titleBAM 2019
CountryUnited Kingdom
CityBirmingham
Period3/09/195/09/19
Internet address

Keywords

  • multinational companies
  • subsidiaries
  • strategy

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