The Emergence and Impact of MNC Centres of Excellence: A Subsidiary Perspective

By Ulf Holm, Torben Pedersen. 2000

341 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/02063cf5d5badba70f998f01038155aa16d6a659

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Citations in the corpus

The impact of increases in subsidiary autonomy and network relationships on performance (2012, methodology): “The constructs inter-organizational networks and intra-organizational networks were measured using items adapted from Holm and Pedersen (2000).”
Learning from foreign subsidiaries: An empirical investigation of headquarters' benefits from reverse knowledge transfers (2006, result): “In this respect, our results add to the recent literature on centers of excellence, corporate leaders, and regional innovation relays (Asakawa & Lehrer, 2003; Holm & Pedersen, 2000; Moore & Birkinshaw, 1998).”
Enhancing knowledge transfer in multinational corporations: a dynamic capabilities driven model (2007, background): “…not only to explore the issue of how HRM influences internal knowledge flows from a corporate headquarters’ point of view, but is also aligned with an important emerging literature that takes a ‘subsidiary view’ (Birkinshaw & Hood, 1998; Holm & Pedersen, 2000; Moore, 2001; Frost et al., 2002).”
Collaborate at Home to Win Abroad: How Does Access to Local Network Resources Influence Export Behavior? (2013, background): “Although similar trade-offs between local and global demands have been identified even in large multinational corporations (Boehe 2007; Holm and Pedersen 2000), it is particularly notable in SMEs, where the lack of managerial resources to deal with exports has been raised as a significant functional”
Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness (2011, unknown): “Strategically important activities tend to be last to be internationalized – the so-called internationalization of the third degree – and even where they are, they tend to be relocated to locations that demonstrate shorter institutional distances, thereby making embeddedness in the ‘new’ location ea”
MNC Strategies and Linkage Effects in Developing Countries (2009, background): “In contrast, the highly specialized affiliates with worldwide, corporate mandate (Holm & Pedersen, 2000; Frost et al, 2000) operate in a symbiotic way with other nodes in the MNC network of affiliates (Figure 3).”
Environmental influences on MNE subsidiary roles: economic integration and the Nordic countries (2003, background): “In addition, there may be variation in subsidiary evolution that reflects differences in the age of subsidiaries and/or their size and involvement in export activities (Holm and Pedersen, 2000).”
Knowledge-sharing and social interaction within MNEs (2009, methodology): “The measure for subsidiary capabilities was adapted from Holm and Pedersen (2000). Respondents were asked to evaluate their subsidiary's capabilities relative to other subsidiaries on functions ranging from R&D to logistics and human resource management to the management of international activities.”
MNE competence‐creating subsidiary mandates (2005, background): “It has emphasized the analysis of subsidiary-level organizational strategies when subsidiaries are based in, and can themselves become for their corporate group, foreign centers of excellence (Birkinshaw, 1998; Taggart, 1998; Andersson and Forsgren, 2000; Ensign, Birkinshaw, and Frost, 2000; Holm an”
Exploring the paradox of competence‐creating subsidiaries : balancing bandwidth and dispersion in MNEs (2014, unknown): “…et al 2013) with the subsidiaries struggling for greater influence (often measured through resource allocation), reflecting an uneasy balancing act between the quest for greater autonomy by the subsidiary against a centralising tendency by HQ (see Holm and Pedersen 2000, Birkinshaw and Hood 1998).”