Consequences of perception gaps in the headquarters-subsidiary relationship

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Subsidiary expansion/contraction during times of economic crisis (2010, background): “Especially compared with isolated subsidiaries, the operating scopes of well-connected subsidiaries oriented toward across-country flexibility are not limited to specific subsidiaries, but are linked to those of multiple subsidiaries located in different countries (Birkinshaw et al., 2000; Tang & Ti”
Subsidiary Strategy: The Embeddedness Component (2009, unknown): “Linking these results with the accepted notion of autonomous behaviour (Birkinshaw and Hood, 1998; Birkinshaw et al., 2000; Burgelman, 1983) serves as a platform for the development of the levels of embeddedness, leading to the following:”
Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications (2008, result): “Similarly weak levels of agreement have been found in other MNC studies (Birkinshaw et al. 2000) as well as in the analogous literature on supervisor/subordinate performance evaluations (Bommer et al. 1995, Harris and Schaubroek 1988).”
Rationality vs ignorance: The role of MNE headquarters in subsidiaries’ innovation processes (2011, background): “The fundamental problem stems rather from the fact that HQ is often essentially unaware of what its subsidiaries are doing, or why (Birkinshaw et al., 2000).”