Centralization and autonomy: back to the future

By S. Young, A. Tavares. 2004

299 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/65e936b11e1b95e9958e3429b1ad5751aefd86f4

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “…claims, on the grounds of the strategic sensitiveness of knowledge-related activities, for tighter control from headquarters (Ambos & Schlegelmilch, 2007; Young & Tavares, 2004), which may act as a barrier to R&D role development through initiativetaking (Ambos, Andersson, & Birkinshaw, 2010).”
Subsidiary Roles and Reverse Knowledge Transfer: An Investigation of the Effects of Coordination Mechanisms (2011, background): “In other words, corporate-subsidiary decentralization is a measure of subsidiary autonomy (for an exhaustive review of subsidiary autonomy in an MNE context, see Egelhoff, 1988; Paterson and Brock, 2002; Young and Tavares, 2004).”
Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance (2005, background): “Despite the substantial interest in innovation and initiative in the MNC subsidiary, the topic of subsidiary entrepreneurship has received rather little direct attention (but see Birkinshaw, 1997, 2000); and recent review papers call for further study (Paterson & Brock, 2002; Young & Tavares, 2004).”
Multinational Enterprises, Development and Globalization: Some Clarifications and a Research Agenda (2010, background): “…perspective is when a host subsidiary is both deeply integrated within the MNE network (and thus of signal importance to the MNE as a whole) and deeply integrated into the host milieu (which implies considerable linkages with the host economy) (Young & Tavares, 2004; Costa & Filippov, 2008).”
Human resource management in US subsidiaries in Europe and Australia: centralisation or autonomy? (2008, background): “When considering variations in the degree of centralised control imposed by US MNEs on their subsidiaries, Young and Tavares (2004) list a number of subsidiary features that previous research has taken into account when dealing with the topic of subsidiary autonomy.”
Subsidiary roles, vertical linkages and economic development: Lessons from transition economies (2009, background): “White and Poynter (1984) argue that subsidiaries with a broad autonomy in regard to market, product, and valueadding scope (world/regional mandate subsidiary), have sufficient autonomy, authority and capabilities to generate independent competencies (Young & Tavares, 2004: 221).”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “Young and Tavares (2004) link the concept of autonomy to many different characteristics, but not to performance.”