Strategy and Management In MNE Subsidiaries

By Julian Birkinshaw, Torben Pedersen. 2009

233 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/89b712654187db3f1edf486893373e4418fb49d4

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In Accounting

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Promarket Reforms and Firm profitability in Developing Countries (2009, background): “This divergence of objectives generates a conflict in the mandate or strategy of a subsidiary that leads to inefficiencies and reduces profitability (for a review of mandates, see Birkinshaw [2001]).”
Infrastructure or foreign direct investment?: An examination of the implications of MNE strategy for economic development (2009, background): “MNE strategies revolve around the disintegration of the value chain (Birkinshaw, 2001; Buckley & Ghauri, 2004) reflecting an increasing ability ‘to segment their activities and to seek the optimal location’ for narrowly specialized activities (Buckley & Ghauri, 2004, p.”
Sequence of value-added activities in the multinationalization of developing country firms (2007, unknown): “…deleted subsidiaries of foreign firms (e.g. General Motors Colombia, Volvo Brazil, Samsung Mexico) because I am interested in understanding the internationalization of firms from Latin America, and subsidiaries of foreign firms are influenced by the mandates from the parent firm (Birkinshaw, 2001).”
Innovation in a global consulting firm: when the problem is too much diversity (2010, background): “…creation in MNEs This study answers the call for furthering our understanding of the challenges that individual managers in MNEs face and the (network) strategies they may employ to overcome them in order to improve their performance (Birkinshaw and Pedersen, 2008; Foss and Pedersen, 2004).”
Asian firms and the restructuring of global value chains (2014, background): “There is certainly evidence that MNEs have attempted to reduce subsidiary embeddedness, through reducing their value chain scope (Birkinshaw, 2001, p. 381) and thus their scope for locally rooted interactions and relationships.”