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Publikasjoner (10 av 59) Visa alla publikasjoner
Lunnan, R., Tomassen, S., Andersson, U. & Benito, G. R. G. (2019). Dealing with headquarters in themultinational corporation: a subsidiaryperspective on organizing costs. Journal of Organization Design, 8(12), 1-24
Åpne denne publikasjonen i ny fane eller vindu >>Dealing with headquarters in themultinational corporation: a subsidiaryperspective on organizing costs
2019 (engelsk)Inngår i: Journal of Organization Design, E-ISSN 2245-408X, Vol. 8, nr 12, s. 1-24Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

This study examines how subsidiaries in multinational corporations (MNCs) experienceinteractions with corporate headquarters. We conceptualize such interactions in termsof organizing costs, focusing on two key types of costs: bargaining costs andinformation costs. Specifically, we examine how distance, coordination mechanisms,and atmosphere influence the level of organizing costs in the headquarter-subsidiaryrelationship. Using survey data collected among 104 subsidiary managers in two MNCs,we show that relationship atmosphere significantly reduces both types of organizingcosts, whereas distance increases bargaining costs. We also find that centralization andformalization reduce information costs, whereas social integration, contrary to ourhypothesis, increases bargaining costs.

Emneord
Headquarter-subsidiary relations, Organizing costs, Coordination, Distance, Atmosphere
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-45562 (URN)10.1186/s41469-019-0052-y (DOI)
Tilgjengelig fra: 2019-10-16 Laget: 2019-10-16 Sist oppdatert: 2019-12-18bibliografisk kontrollert
Dike, M., Andersson, U. & Rose, E. (2019). Foreign Direct Investment Location Choices and Multimarket Competition: Boundary Conditions of the Mainstream Literature and the Challenges of Unforeseen Empirical Contexts. In: : . Paper presented at Paper presented at the European International Business Academy, Poznan, Poland, 2018.
Åpne denne publikasjonen i ny fane eller vindu >>Foreign Direct Investment Location Choices and Multimarket Competition: Boundary Conditions of the Mainstream Literature and the Challenges of Unforeseen Empirical Contexts
2019 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-45814 (URN)
Konferanse
Paper presented at the European International Business Academy, Poznan, Poland, 2018
Tilgjengelig fra: 2019-10-23 Laget: 2019-10-23 Sist oppdatert: 2019-12-18bibliografisk kontrollert
Dike, M., Rose, E. & Andersson, U. (2019). Foreign Investment Location Choices: Key Theoretical Considerations and Unforeseen New Realities. In: : . Paper presented at European International Business Academy, LEEDS, UK, 2019.
Åpne denne publikasjonen i ny fane eller vindu >>Foreign Investment Location Choices: Key Theoretical Considerations and Unforeseen New Realities
2019 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-45815 (URN)
Konferanse
European International Business Academy, LEEDS, UK, 2019
Tilgjengelig fra: 2019-10-23 Laget: 2019-10-23 Sist oppdatert: 2019-12-18bibliografisk kontrollert
Santangelo, G. D., Dellestrand, H. & Andersson, U. (2019). Institutional antecedents of subsidiary external embeddedness: Coping with regulatory competitive constraints. Long range planning, 52(4), Article ID 101851.
Åpne denne publikasjonen i ny fane eller vindu >>Institutional antecedents of subsidiary external embeddedness: Coping with regulatory competitive constraints
2019 (engelsk)Inngår i: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 52, nr 4, artikkel-id 101851Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

We investigate institutional antecedents to subsidiary external embeddedness and relate regulation constraining competition in local service sectors to subsidiary embeddedness with local partners in complementary sectors. Combining research on business networks with arguments derived from transaction cost economics, we argue that subsidiary external embeddedness depends on the extent of transaction costs originating from small numbers bargaining, which regulatory competitive constraints in local service sectors are a source of. Based on this logic, we suggest that low and high levels of regulatory competitive constraints are associated with greater subsidiary external embeddedness. We also suggest that this U-shaped relationship is more pronounced for subsidiaries that are centers of excellence within the multinational enterprise because these subsidiaries heavily depend on the local context as a source of their competitive advantage over their sister subsidiaries.

sted, utgiver, år, opplag, sider
Elsevier Ltd, 2019
Emneord
Center of excellence, External business embeddedness, Factors market, Foreign subsidiary, Institutions, Competition, Societies and institutions, Business networks, Centers of excellence, Competitive advantage, Embeddedness, Foreign subsidiaries, Multinational enterprise, Transaction cost economics, Costs
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-45014 (URN)10.1016/j.lrp.2018.10.001 (DOI)000482517300004 ()2-s2.0-85070094402 (Scopus ID)
Tilgjengelig fra: 2019-08-15 Laget: 2019-08-15 Sist oppdatert: 2019-12-18bibliografisk kontrollert
Gilmore*, E., Reilly, M., Sharkey Scott, P. & Andersson, U. (2019). Mandate Transition Capabilities: How Subsidiaries in The Multinational Enterprise Evolve from Competence Exploiting to Competence Creating Mandates. In: : . Paper presented at Strategic Management Society conference, Minneapolis, USA, 2019.
Åpne denne publikasjonen i ny fane eller vindu >>Mandate Transition Capabilities: How Subsidiaries in The Multinational Enterprise Evolve from Competence Exploiting to Competence Creating Mandates
2019 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-45824 (URN)
Konferanse
Strategic Management Society conference, Minneapolis, USA, 2019
Tilgjengelig fra: 2019-10-23 Laget: 2019-10-23 Sist oppdatert: 2019-12-18bibliografisk kontrollert
O’Brien, D., Sharkey, P. S. & Andersson, U. (2019). Subsidiary management’s horizontal boundary spanning activity as entrepreneurial behaviour. In: Entrepreneurial Behaviour: Individual, Contextual and Microfoundational Perspectives: (pp. 169-202). Palgrave Macmillan
Åpne denne publikasjonen i ny fane eller vindu >>Subsidiary management’s horizontal boundary spanning activity as entrepreneurial behaviour
2019 (engelsk)Inngår i: Entrepreneurial Behaviour: Individual, Contextual and Microfoundational Perspectives, Palgrave Macmillan , 2019, s. 169-202Kapittel i bok, del av antologi (Annet vitenskapelig)
Abstract [en]

To date, the rich subsidiary literature has largely overlooked the individual entrepreneurial behaviours required by subsidiary managers to build crucial linkages and access vital knowledge. This chapter addresses this issue and takes a microfoundational approach to develop a typology of subsidiary managers’ attentional engagement on key boundary spanning strategic activities. By substantiating middle managers’ strategic activities outside the realm of the direct TMT perspective, the chapter proposes an integrated framework of middle managers’ horizontal boundary spanning activities in multinational corporations (MNCs). Furthermore, this chapter reveals insights on the true levels of strategic coordination required to manage large complex organizations, and how managers focus their attention on different horizontal activities to drive corporate entrepreneurship depending on the specific agenda of their management context. 

sted, utgiver, år, opplag, sider
Palgrave Macmillan, 2019
Emneord
Attention, Entrepreneurial behaviour, Middle managers, MNC management, Subsidiary
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-43306 (URN)10.1007/978-3-030-04402-2_8 (DOI)2-s2.0-85064375547 (Scopus ID)
Tilgjengelig fra: 2019-05-09 Laget: 2019-05-09 Sist oppdatert: 2019-12-18bibliografisk kontrollert
Ryan, P., Giblin, M. & Andersson, U. (2019). The Boundary Spanning Function of the MNE Subsidiary: The Effects on Charter and Role Evolution. In: : . Paper presented at European International Business Academy, LEEDS, UK, 2019.
Åpne denne publikasjonen i ny fane eller vindu >>The Boundary Spanning Function of the MNE Subsidiary: The Effects on Charter and Role Evolution
2019 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-45817 (URN)
Konferanse
European International Business Academy, LEEDS, UK, 2019
Tilgjengelig fra: 2019-10-23 Laget: 2019-10-23 Sist oppdatert: 2019-12-18bibliografisk kontrollert
Andersson, U. R., Brewster, C. J., Minbaeva, D. B., Narula, R. & Wood, G. T. (2019). The IB/ IHRM interface: Exploring the potential of intersectional theorizing. Journal of world business (Print), 54(5), Article ID 100998.
Åpne denne publikasjonen i ny fane eller vindu >>The IB/ IHRM interface: Exploring the potential of intersectional theorizing
Vise andre…
2019 (engelsk)Inngår i: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 54, nr 5, artikkel-id 100998Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Although the core concepts underlying IB and IHRM provide a common lexicon and epistemology, this commonality is often more implicit than explicit. We highlight not only the common ground but also the lack of critical dialogue between the two fields. This paper asks: What can each field learn from the other? What do scholars from IB learn from IHRM and vice versa? We identify a possible agenda and concerns regarding theory building as a basis for dialogue between the two fields. © 2019

sted, utgiver, år, opplag, sider
Elsevier Inc., 2019
Emneord
International business, International HRM, Multinational enterprise, Theory building
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-44657 (URN)10.1016/j.jwb.2019.100998 (DOI)000480668700001 ()2-s2.0-85067199970 (Scopus ID)
Tilgjengelig fra: 2019-06-27 Laget: 2019-06-27 Sist oppdatert: 2019-12-18bibliografisk kontrollert
O'Brien, D., Scott, P. S., Andersson, U., Ambos, T. & Fu, N. (2019). The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship. Global Strategy Journal, 9(1), 66-91
Åpne denne publikasjonen i ny fane eller vindu >>The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship
Vise andre…
2019 (engelsk)Inngår i: Global Strategy Journal, ISSN 2042-5791, E-ISSN 2042-5805, Vol. 9, nr 1, s. 66-91Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Research Summary: We use a microfoundations lens to challenge the assumption of a simple relationship between organizational-level context (subsidiary entrepreneurial orientation) and entrepreneurial outcomes (initiative realization). Drawing on middle manager and subsidiary literature, we argue that the strategic activities of the subsidiary's central actor, the subsidiary CEO (referred to as the subsidiary manager), translates the benefits of subsidiary entrepreneurship for initiative realization. We test this mediating effect of subsidiary manager micro-level activities on data from 186 individuals. The results of our multilevel mediation analysis show that micro-activities of subsidiary managers mobilize subsidiary entrepreneurship for initiative realization, "downward" through facilitating subsidiary adaptability and "horizontally" through enabling embeddedness in the local environment. Our findings also challenge the accepted value of "upward" championing alternatives. Revealing the centrality of subsidiary manager activities for unlocking entrepreneurship demonstrates the value of adopting a microfoundations lens for understanding organizational phenomena. Managerial Summary: Multinational companies (MNCs) increasingly expect their subsidiary units to contribute through realizing initiatives, such as new product, service, or process designs. Such outcomes are encouraged through a supporting organizational context for entrepreneurship. But to understand how an entrepreneurial context translates into realized initiatives demands that we apply a microfoundations lens and consider the activities of the subsidiary's central actor, the subsidiary chief executive officer-referred to as the "subsidiary manager." The subsidiary manager is responsible for mobilizing the subsidiary to develop relationships to access the knowledge, ideas, and opportunities implicit in the initiative process. Revealing the impact of these micro-activities advances our understanding of how to liberate the benefits of entrepreneurship for realizing initiatives. This study offers key insights for both subsidiary managers and headquarters.

sted, utgiver, år, opplag, sider
WILEY, 2019
Emneord
entrepreneurship, initiative, microfoundations, middle manager, subsidiary, subsidiary CEO
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-42985 (URN)10.1002/gsj.1200 (DOI)000459572700004 ()2-s2.0-85043313020 (Scopus ID)
Tilgjengelig fra: 2019-03-29 Laget: 2019-03-29 Sist oppdatert: 2019-12-18bibliografisk kontrollert
Dzikowska, M. & Andersson, U. (2018). A Dynamic Framework of Subsidiary Strategic Roles. In: : . Paper presented at European International Business Academy, Poznan, Poland, 2018..
Åpne denne publikasjonen i ny fane eller vindu >>A Dynamic Framework of Subsidiary Strategic Roles
2018 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
HSV kategori
Identifikatorer
urn:nbn:se:mdh:diva-45818 (URN)
Konferanse
European International Business Academy, Poznan, Poland, 2018.
Tilgjengelig fra: 2019-10-23 Laget: 2019-10-23 Sist oppdatert: 2019-12-18bibliografisk kontrollert
Organisasjoner
Identifikatorer
ORCID-id: ORCID iD iconorcid.org/0000-0003-2253-5666