In Search of Centre of Excellence: Network Embeddedness and Subsidiary Roles in Multinational Corporations

By Ulf R. Andersson, M. Forsgren. 2000

397 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/48bc31d1979b6f529cc6cef8b3c9653588f3d586

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Citations in the corpus

An evolutionary approach to understanding international business activity: The co-evolution of MNEs and the institutional environment (2010, unknown): “At the level of the MNE subsidiary, the evolution of its competence-creating activities relies upon the dynamism of the location in which it is situated, while also contributing to that dynamism (Andersson & Forsgren, 2000; Cantwell & Mudambi, 2005).”
Sustainable Supply Chain Management in "Base of the Pyramid" Food Projects - A Path to Triple Bottom Line Approaches for Multinationals? (2013, background): “Andersson and Forsgren (2000), for example, found that local subsidiaries could gain status as “centers of excellence” by gathering expertise or capabilities in specific functions or activities.”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “…1999; Gerybadze & Reger, 1999; Kuemmerle, 1997; 1999; Pearce, 1992; von Zedtwitz & Gassmann, 2002), others have examined the impact of local embeddedness (Andersson & Forsgren, 2000; Andersson, Forsgren, & Pedersen, 2001; Andersson, Forsgren, & Holm, 2002; 2007; Dörrenbächer & Gammelgaard, 2010).”
Subsidiary roles, vertical linkages and economic development: Lessons from transition economies (2009, background): “…many subsidiaries acquire strategic independence in certain aspects of their operations (e.g., R&D activities) (Mudambi & Navarra, 2004), or benefit from enhanced strategic roles (see Ambos et al., 2006; Andersson & Forsgren, 2000; Birkinshaw, Hood, & Johnson, 1998; Mudambi & Navarra, 2004).”
Host-country environment and subsidiary competence: Extending the diamond network model (2009, background): “, 2002), and Andersson and Forsgren (2000) show that such centers of excellence have higher degrees of external embeddedness than do other subsidiaries.”
Physical attraction and the geography of knowledge sourcing in multinational enterprises (2011, background): “…independently of its corporate group, depends upon its capacity to form favorable external network linkages with other companies and institutions in its own local environment (Birkinshaw, Hood and Jonsson 1998, Andersson and Forsgren 2000, Holm and Pedersen 2000, Andersson, Forsgren and Holm 2002).”
MNE competence‐creating subsidiary mandates (2005, background): “Apart from the locational environment in which it operates, a recent subsidiary-level literature has suggested that the greater the extent of subsidiary autonomy, the better the ability of the subsidiary to form favorable external network linkages with other companies and institutions in its own loc”