Subsidiary role development: The effect of micro-political headquarters–subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries

By C. Dörrenbächer, Jens Gammelgaard. 2006

162 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7a568b3b9075ac0d09055e7db6389aae87e4f3cf

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. P. Pavlínek

In Organizational Behavior and Human Resource Management

1. Paloma Miravitlles
2. Fariza Achcaoucaou
3. Fidel León-Darder

In Strategy and Management

1. J. Scott‐Kennel
2. Bjoern Jindra
3. Paloma Miravitlles
4. Fariza Achcaoucaou
5. Fidel León-Darder
6. Axèle Giroud
7. P. Pavlínek
8. P. Žížalová

Citations in the corpus

• Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “For Dörrenbächer & Gammelgaard (2006; 2011), a subsidiary’s influence on the allocation of headquarters’ mandates often depends on ownership of valuable resources that can be used when bargaining with headquarters.”
• Subsidiary roles, vertical linkages and economic development: Lessons from transition economies (2009, background): “…is influenced by subsidiary capabilities and initiative (e.g., some are emerging as centres of excellence as described by Frost, Birkinshaw, & Ensign, 2002), host country location-specific advantages and headquarters’ strategies (Dörrenbächer & Gammelgaard, 2006; Harzing & Noorderhaven, 2006).”