Re-Conceptualizing Bartlett and Ghoshal's Classification of National Subsidiary Roles in the Multinational Enterprise

By Alan M. Rugman, Alain Verbeke, Wenlong Yuan. 2011

325 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/92a7c98088b9250423262113f7f076d155cdb915

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Citations in the corpus

The Impact of Added Cultural Distance and Cultural Diversity on International Expansion Patterns: A Penrosean Perspective (2011, unknown): “This pattern suggests that there might be a different impact of added cultural distance and extant cultural diversity, depending upon the nature of the value added activities involved (Rugman et al., 2011).”
The Economic Geography of Offshoring: The Fit Between Activities and Local Context (2011, unknown): “The key point is that the location choices made by offshoring firms will be influenced by a range of factors within the host country and by the relative importance of these factors to the offshoring firm (Meyer et al., 2011; Rugman et al., 2011).”
Foreign Location Choice: Review and Extensions (2016, unknown): “…for MNEs to go beyond local responsiveness and global integration (as in Bartlett and Ghoshal 1989; Prahalad and Doz 1987) and organize activities at the intermediate spatial level, and has profound implications for locational decisions of MNEs (Kim and Aguilera forthcoming; Rugman et al. 2011).”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “…of technological innovation and not the subsidiary itself, since capability development does not proceed at a uniform rate for every activity in the value chain (Kim et al., 2011; Rugman et al., 2011), e.g. a subsidiary might play an active role in manufacturing but a receptive one in R&D.”
Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness (2011, unknown): “Two papers focus on the location advantages of the host location ( Jensen and Pedersen, 2011; Rugman et al., 2011), two others investigate knowledge creation through local embeddedness and networks (Figueiredo, 2011; Tallman and Chacar, 2011), while one paper discusses how locally embedded…”
Reverse knowledge transfer in MNEs: : subsidiary innovativeness and entry modes (2014, background): “Greenfield units are likely to have managers “whose ties and identification with the parent group go back longer” (Cantwell and Mudambi, 2005, p. 1115), whereas the managers of an acquired group tend to be associated with a different corporate culture (Sambharya, 1996).”
Fifty Years of International Business Theory and Beyond (2011, background): “Cell 3 situations also allow for complex intra-MNE network linkages, sometimes with sophisticated value chain relationships among the various subsidiaries involved, each holding specific sets of FSAs in particular value chain functions and benefiting from particular CSA bundles (Rugman et al. 2011).”
Global, Local, or Regional? The Locus of MNE Strategies (2016, unknown): “…strategic responses, regional business opportunities provide incentives to ‘upgrade’ extant FSA reservoirs via a myriad of different strategies, so as to achieve higher scale and scope economies, and benefits of exploiting national differences at the regional level (Rugman et al., 2011b).”
Innovation drivers, value chains and the geography of multinational corporations in Europe (2014, background): “24 analysis of MNCs location choices in terms of value chain stages (Rugman et al., 2011).”
Exploring the paradox of competence‐creating subsidiaries : balancing bandwidth and dispersion in MNEs (2014, unknown): “The subsidiary’s ability to play this dual role of tapping into local knowledge and engaging in knowledge exchange with other units is further influenced by the nature of its own mandate, the MNE’s corporate strategy and the aspect of the value chain the subsidiary is engaged in (Rugman et al 2011).”