Strategic development of the multinational subsidiary through subsidiary initiative-taking

By E. Delany. 2000

181 citations recorded by the source corpus.

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Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “…the mechanisms driving the evolution are not so straightforward: one argument advocates that subsidiaries with acknowledged advanced R&D mandates may enjoy higher levels of autonomy and, hence, lawfully display greater initiative (Birkinshaw & Hood, 1998; Birkinshaw et al., 2005; Delany, 2000).”
Subsidiary Strategy: The Embeddedness Component (2009, unknown): “Subsidiary strategy may then be associated with initiative-taking (Birkinshaw and Hood, 1998; Taggart, 1999; Delany, 2000).”
What are the consequences of initiative-taking in multinational subsidiaries? (2010, background): “However, it is self-apparent, and occasionally acknowledged through anecdotal evidence, that subsidiary initiatives are not always fully aligned with the overall priorities of the parent company, and can sometimes lead to adverse effects for the subsidiary (Delany, 2000; Dörrenbächer & Gammelgaard, ”
Environmental influences on MNE subsidiary roles: economic integration and the Nordic countries (2003, background): “Because internationalization is inherently risky, ceteris paribus , initial investments tend to be small, perhaps in a sales subsidiary or a small-scale production unit (Delany, 2000; Birkinshaw, 1998).”