The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporation

By Ulf R. Andersson, M. Forsgren, Ulf Holm. 2002

1,318 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a703f456f3430211f66a7f4e22da19925705b437

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In Strategy and Management

Citations in the corpus

Internal Embeddedness, Headquarters Involvement, and Innovation Importance in Multinational Enterprises (2011, neutral): “Previous research has mainly identified the importance of external embeddedness to subsidiary competence development (Andersson et al., 2002), whereas our study demonstrates that internal embeddedness attracts headquarters involvement in subsidiary activities and that this can lead to an increased l”
Cultural distance, expatriate staffing and subsidiary performance: The case of US subsidiaries of multinational corporations (2008, methodology): “Based on Taggart ( 1999 ), and Andersson, Forsgren and Holm ( 2002 ), respondents were asked to report on the subsidiary's performance against industry norms with respect to sales volume, profitability, and market share on a scale of 5 (1 = well below industry norm; 5 = well above industry norm).”
Balancing subsidiary influence in the federative MNC: a business network view (2007, background): “negative impact from context specificity and technical isolation, or that these problems are reduced or eliminated by corporate headquarters (Andersson et al., 2002).”
Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness (2011, neutral): “Yet neither the MNE nor the contexts are monolithic, leading to complex network relationships between agents within the MNE and with the pertinent local contexts (Andersson et al., 2002; Forsgren et al., 2007; McCann and Mudambi, 2005).”
MNE competence‐creating subsidiary mandates (2005, background): “…to suppose that most strategically independent subsidiaries cooperate with other MNE units, and so utilize strategic independence as a means of leveraging local assets and embeddedness to enhance the competitive advantages of their MNE group as a whole (Andersson, Forsgren, and Holm, 2002).”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “In particular, the inclusion of autonomy extends and develops the network-based literature on subsidiary strategy based on intra-and inter-organizational networks (Andersson et al., 2002, 2007).”
How subsidiaries gain power in multinational corporations (2014, neutral): “It may be argued that both aspects of dependence relate to the ‘‘embeddedness’’ of the subsidiary within the internal MNC network and to the subsidiary’s ‘‘embeddedness’’ within its own external network (Andersson et al., 2002; Kostova & Roth, 2002; Meyer, Mudambi, & Narula, 2011).”
Innovation in multinational subsidiaries: The role of knowledge assimilation and subsidiary capabilities (2008, methodology): “MNC Subsidiaries Research on the role of subsidiaries in the MNC has evolved over the years, since the early work by Bartlett and Ghoshal (1989) that used the role of subsidiary strategy and structure as one of the criteria to classify MNCs. Subsequently there has been a surge of interest in the mul”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “The context specificity of the knowledge created at the subsidiary level raised a high barrier to knowledge transfer (Andersson et al., 2002), which led, as far as its research activities were concerned, to a reduction in the subsidiary’s relationships with the rest of the corporate units,…”