Dual paths to performance: the impact of global pressures on MNC subsidiary conduct and performance

By S. Venaik, David F. Midgley, Timothy M. Devinney. 2005

296 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ef86d773a7fc350e5e1f9843c0b9dd45455e4ef2

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Citations in the corpus

Advancing formative measurement models (2008, background): “…Systems Research Observational learning SEM (PLS) a Management literature Helm (2005) Corporate Reputation Review Firm reputation SEM (PLS) a Venaik et al. (2005) Journal of International Business Studies Environmental controls: SEM (PLS) a – Local government regulatory influence – Quality…”
Reverse knowledge transfer in MNEs: : subsidiary innovativeness and entry modes (2014, background): “…responses to the above items (Cronbach’s alpha ¼ 0.61).7 Subsidiary autonomy can affect both the innovativeness of the foreign subsidiary (Ghoshal and Bartlett, 1988; Venaik et al., 2005) and the occurrence and the intensity of knowledge transfer within an MNE (Björkman et al., 2004; Schulz, 2001).”
Subsidiary Roles and Reverse Knowledge Transfer: An Investigation of the Effects of Coordination Mechanisms (2011, background): “Subsidiary autonomy, communication mechanisms and subsidiary roles: the impact on reverse knowledge transfer Greater autonomy motivates subsidiary managers to take initiatives and innovate (Ghoshal and Bartlett, 1988; Venaik et al., 2005).”
International attention and multinational enterprise performance (2008, background): “…spectrum where at one end the MNE is a collection of relatively independent subsidiary units with little coordination between them (O’Donnell, 2000; Venaik et al., 2005), and at the other end the MNE is a complex and integrated set of operations (Hout, Porter, & Rudden, 1982; Kogut & Kulatilaka,…”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, methodology): “Vernaik, Midgley, and Devinney (2005) examine interorganizational networking and subsidiary autonomy independently, and exclude intra-organizational networks.”
Innovation in multinational subsidiaries: The role of knowledge assimilation and subsidiary capabilities (2008, background): “Given this importance of the subsidiaries to MNC success, researchers are increasingly examining subsidiary performance (Andersson, Forsgren, & Holm, 2002; Feinberg, 2000; Venaik et al., 2005).”