C. Dörrenbächer

Strategy and Management · 2004–2012

A researcher in the Science corpus: 4 papers; trusts 13 researchers and is trusted by 1 researcher here, as inferred from the citation graph.

Subfields

• Strategy and Management — 51 citations into it; #10,253 of 10,874 by trust here, #8,809 by citations
• Accounting — 18 citations into it
• Economics and Econometrics — 16 citations into it
• Organizational Behavior and Human Resource Management — 13 citations into it; #8,194 of 8,741 by trust here, #7,465 by citations
• Political Science and International Relations — 7 citations into it
• Public Administration — 5 citations into it
• Sociology and Political Science — 5 citations into it; #21,043 of 22,756 by trust here, #21,677 by citations

Whom C. Dörrenbächer trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Julian Birkinshaw
2. Anne-Wil Harzing
3. A. Ferner
4. M. Geppert
5. Kenneth Husted
6. Karl E. Weick
7. N. J. Foss
8. K. Meyer
9. T. Edwards
10. Karen Williams

Who trusts C. Dörrenbächer overall

1. N. J. Foss
2. J. Cushen
3. Fariza Achcaoucaou
4. Bjoern Jindra

Papers from C. Dörrenbächer's perspective

Ordered by how strongly the researchers C. Dörrenbächer trusts endorse each paper. Same corpus, a different order for every researcher.

1. The Underpinnings of ‘Bureaucratic’ Control Systems: HRM in European Multinationals
2. Subsidiary‐specific advantages in multinational enterprises
3. Is Knowledge Power? Knowledge Flows, Subsidiary Power and Rent-Seeking within MNCs
4. The Emergence and Impact of MNC Centres of Excellence: A Subsidiary Perspective
5. Centralization and autonomy: back to the future
6. CENTERS OF EXCELLENCE IN MULTINATIONAL CORPORATIONS
7. FROM SENSEMAKING IN ORGANIZATIONS
8. Diagnosing and Fighting Knowledge-Sharing Hostility
9. Organizational Characteristics and Reverse Technology Transfer1
10. The development of critical capabilities in foreign subsidiaries: disentangling the role of the subsidiary's business network

Their papers

• Micro-politics and conflicts in multinational corporations: Current debates, re-framing, and contributions of this special issue (2006) — 144 citations
• The impact of increases in subsidiary autonomy and network relationships on performance (2012) — 182 citations
• Subsidiary role development: The effect of micro-political headquarters–subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries (2006) — 162 citations
• Subsidiary Upgrading?: Strategic Inertia in the Development of German-owned Subsidiaries in Hungary (2004) — 125 citations