Balancing subsidiary influence in the federative MNC: a business network view

By Ulf R. Andersson, M. Forsgren, Ulf Holm. 2007

537 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1da239eadf6fb2076ca5a496788d0e60204654bb

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Citations in the corpus

Technology, innovation and knowledge: The importance of ideas and international connectivity (2016, background): “…approach (Andersson, Cuervo-Cazurra, & Nielsen, 2014) that requires the recognition that the objectives of lower levels of analysis like individuals and teams overlap only partly with those of higher levels of analysis (Nohria & Ghoshal, 1994; Mudambi & Navarra, 2004; Andersson et al., 2007).”
The multinational enterprise as a source of international knowledge flows: Direct evidence from Italy (2010, background): “Determinants of technology transfer within the firm (Figure 1) Recent conceptual and empirical analysis suggests that the nature of the knowledge flows between parent and affiliate depend on the strategic position of the subsidiary and its relative performance (Andersson et al 2001, 2005, 2007).”
What are the consequences of initiative-taking in multinational subsidiaries? (2010, background): “From a resource dependence perspective we would expect subsidiaries to look for ways of enhancing their bargaining power within the MNE (Andersson et al., 2007; Mudambi & Navarra, 2004), for example by increasing their control of strategic resources on which others rely.”
Dual embeddedness, influence and performance of innovating subsidiaries in the multinational corporation (2014, background): “improves the ability of a subsidiary to exercise influence on corporate decisions (Andersson et al., 2007; Bouquet & Birkinshaw, 2008).”
Exploring the paradox of competence‐creating subsidiaries : balancing bandwidth and dispersion in MNEs (2014, unknown): “Although later studies reconciled these two views (see Andersson et al 2007), earlier work underplayed the conflict and struggle for power within the MNE (Mudambi et al 2013).”
Subsidiary Strategy: The Embeddedness Component (2009, unknown): “Our model also acknowledges the critical relationship between HQ and subsidiary ( Andersson et al., 2005, 2007; Taggart, 1999) by including it as a triggering element.”
Reverse knowledge transfer in MNEs: : subsidiary innovativeness and entry modes (2014, methodology): “Our analysis complements the work of Andersson et al. (2007) who model the MNE as a federation, a social community policed by headquarters’ monitoring of the subsidiary’s local embeddedness.”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “In particular, the inclusion of autonomy extends and develops the network-based literature on subsidiary strategy based on intra-and inter-organizational networks (Andersson et al., 2002, 2007).”