How subsidiaries gain power in multinational corporations

By Ram Mudambi, Torben Pedersen, Ulf R. Andersson. 2014

165 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c38fcabd893915d9a4a4c7490dcfcf42066b6505

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Ram Mudambi
2. Ulf R. Andersson
3. Torben Pedersen
4. Àngels Dasí
5. L. Rabbiosi

In Organizational Behavior and Human Resource Management

1. Ram Mudambi
2. Torben Pedersen
3. Ulf R. Andersson

In Strategy and Management

1. Torben Pedersen
2. Ram Mudambi
3. Ulf R. Andersson
4. Àngels Dasí
5. L. Rabbiosi
6. Rajneesh Narula
7. John A. Cantwell
8. N. J. Foss

Citations in the corpus

• Technology, innovation and knowledge: The importance of ideas and international connectivity (2016, background): “Knowledge integration often requires the application of diverse skills sets that reside in specialized professional communities, e.g., scientists working with managers or R&D units working with marketing units (Mudambi et al., 2014).”
• Exploring the paradox of competence‐creating subsidiaries : balancing bandwidth and dispersion in MNEs (2014, unknown): “The right to globally coordinate value-adding activities, having been deemed as a ‘centre of excellence’ (CoE) within the MNE network is a status that is hard-won (Mudambi et al 2013).”