MANAGING FOREIGN SUBSIDIARIES: AGENTS OF HEADQUARTERS, OR AN INTERDEPENDENT NETWORK?

By Sharon O'donnell. 2000

842 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b74ca231f300bfdfe6b7b49dc2700b6517fd87e6

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Citations in the corpus

Language Fluency, Socialization and Inter-Unit Relationships in Chinese and Finnish Subsidiaries (2007, background): “Within the context of MNCs, subsidiary managers who participate in corporate training and development programmes, visit other units and interact with other organizational members in committees and task forces are likely to identify with the corporation as a whole (O’Donnell, 2000).”
Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK (2009, background): “In contrast, strategically insignificant subsidiaries tend to tolerate more interference from the centre (O’Donnell 2000; O’Donnell and Blumentritt 1999, p. 194).”
Safeguarding corporate social responsibility (CSR) in global supply chains: how codes of conduct are managed in buyer‐supplier relationships (2006, methodology): “…problems and codes of conduct It is generally acknowledged that opportunism poses a threat in inter-firm relationships, and one case in point is the planning and implementation of Codes of Conduct in global supply chains (see e.g. O’Donnell, 2000, p. 526; Das and Rahmann, 2000, p. 89).”
The Impact of Added Cultural Distance and Cultural Diversity on International Expansion Patterns: A Penrosean Perspective (2011, positive): “Interdependencies and interactions among the various MNE affiliates may also need to be managed to some extent by the MNE’s head office (O’Donnell, 2000).”
The role of headquarters in multinational profit shifting strategies (2014, methodology): “Finally, following previous studies (see e.g. Huizinga and Laeven, 2008 ), we moreover”