The effects of spatial and contextual factors on headquarters resource allocation to MNE subsidiaries
By Henrik Dellestrand, P. Kappen. 2012
187 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/7f44fce33c444e5de110f6dce52fe91eb8945d0e
How researchers see this paper
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In Strategy and Management
- Nemit Shroff
- Bo Bernhard Nielsen
- Christian Geisler Asmussen
- Stephanie A. Fernhaber
- A. Goerzen
- Rodrigo S. Verdi
- P. McDougall–Covin
- R. Have
Citations in the corpus
- Global cities and multinational enterprise location strategy (2013, background): “Hence the extent to which MNE headquarters contribute with positive value-added resources to the subsidiary (Mudambi & Swift, 2011) may impact its ability to overcome location-specific LOFs, thereby putting a premium on parent–subsidiary relations in location decisions (Dellestrand & Kappen, 2012).”
- Place, space, and geographical exposure: Foreign subsidiary survival in conflict zones (2013, unknown): “…in spreading knowledge (Mowery, Oxley, & Silverman, 1996), and beneficial for subsidiary reconfiguring of value-chain activities during economic crises (Chung, Lee, Beamish, & Isobe, 2010), but disadvantageous for resource allocation from headquarters to subsidiaries (Dellestrand & Kappen, 2012).”
- Information Environment and the Investment Decisions of Multinational Corporations (2013, background): “We also include 4 parent-subsidiary country-pair fixed effects to control for bilateral relationships between the parent’s and subsidiary’s countries (Dellestrand and Kappen 2012), MNC fixed effects to control for differences in investment policies across MNCs (Desai et al. 2009), and controls for…”
- The Concept of Distance in International Business Research: A Review and Research Agenda (2016, unknown): “Our sample includes articles in which it is argued that distance complicates the transferability of organizational practices (Kostova 1999), competencies and capabilities (Li and Guisinger 1992), innovation (Dellestrand and Kappen 2012) and technology (Cui et al.”
- Beating Competitors to International Markets: The Value of Geographically Balanced Networks for Innovation (2014, background): “In contrast, foreign network connections will typically start as weaker ties and take a longer time to develop due to the additional resources required to maintain and leverage the relationship (Dellestrand and Kappen, 2012).”