Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance

By Julian Birkinshaw, N. Hood, S. Young. 2005

369 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ddfa2c17387524c2f676313ce34a878e4e05b656

How researchers see this paper

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

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Selling, resistance and reconciliation: A critical discursive approach to subsidiary role evolution in MNEs (2011, background): “External forces set the range of opportunities open to subsidiary managers, but it is up to those managers to choose how they respond to these opportunities (Birkinshaw & Hood, 1998a; Birkinshaw & Pedersen, 2009; Birkinshaw et al., 2005; Bouquet & Birkinshaw, 2008b).”
Organising new business in a turbulent context: Opportunity discovery and effectuation for IJV development in transition markets (2009, neutral): “Schmid and Schurig 2003; Birkinshaw et al. 2005 ).”
Corporate social responsibility and innovative capacity: Intersection in a macro-level perspective (2018, positive): “This can be particularly important for business entities with increased levels of internationalization, considering that CSR is often pinpointed as a source of innovations for business entities and subsidiaries have been characterized as hubs of innovative techniques and competence-building within h”
Subsidiary Strategy: The Embeddedness Component (2009, positive): “A proactive and initiative-taking strategic behaviour (Andersson et al., 2005; Birkinshaw et al., 2005; Geppert et al., 2003; Prahalad and Doz, 1981) will be the result of subsidiary autonomy as it generates potential contributions to the MNC (Meyer and Lieb-Doczy, 2003).”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “…the mechanisms driving the evolution are not so straightforward: one argument advocates that subsidiaries with acknowledged advanced R&D mandates may enjoy higher levels of autonomy and, hence, lawfully display greater initiative (Birkinshaw & Hood, 1998; Birkinshaw et al., 2005; Delany, 2000).”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, methodology): “One study does center on the relationships among networks, autonomy, and performance, but it tests the model using a few case studies (Birkinshaw et al., 2005).”
A dynamic capabilities-based entrepreneurial theory of the multinational enterprise (2014, positive): “In short, capabilities perspectives elevate the MNE’s subsidiaries in that they can be seen to contribute to the competitive advantage of the MNE, as recognized by many, including Birkinshaw, Hood, and Young (2005).”