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Gillmore, E. (2017). Four essays on subsidiary evolution: Exploring the antecedents, contexts and outcomes of mandate loss. (Doctoral dissertation). Västerås: Mälardalen University Press
Open this publication in new window or tab >>Four essays on subsidiary evolution: Exploring the antecedents, contexts and outcomes of mandate loss
2017 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

The emergence of enhancement or depletion of subsidiary charters is driven by two different types of organizational units and the environment. (1) The parent is ultimately responsible for the establishment of subsidiaries and will greatly impact its evolution by involvement. (2) Evolution is also largely contingent on the subsidiary’s choice. (3) The environment is critical in the evolutionary process as changes in the environment will influence the parent and subsidiary in their choices (Birkinshaw, 1996; Birkinshaw and Hood, 1998; Cantwell and Mudambi, 2005). The thesis sets out to investigate the drivers and effects of mandating on subsidiary evolution within the MNE. The departure in this thesis from the literature is its specific focus on how mandates are lost in complex networked Multinational Enterprise’s (MNE) and the effect this has on subsidiary resources and relationship development.

This thesis bases its empirical analysis on data collected from two qualitative rounds of interviews collected in two Swedish multinational enterprises, Alfa and Beta, and 36 of their foreign subsidiaries based in Europe, China, India and N. America. This yielded 112 interviews, the first round of interviews investigates the headquarters drivers of mandating and the network characteristics of mandated subsidiaries. It became apparent during this first round that mandates were lost by subsidiaries quite often and that they continued operating. These counterfactuals informed the second round of interviews, here the focus zooms in on the consequences of the loss of R&D mandates on subsidiary evolution. Specifically, the thesis examines the resource and relationship characteristics of the focal subsidiaries and the impact of mandate loss. 

The study builds on four essays that taken together suggests if the MNE relocates mandates with the purpose of accessing resources, efficiency seeking, or as a response to endogenous and/or exogenous pressures, the process of mandating presents subsidiaries, that are not wound-down, spun-off or closed, with the opportunity and space to evolve its charter. This has far-reaching possible consequences for both the subsidiary and the MNE not least in resource and relationship combinations and orchestration and managing capabilities. Secondly, the thesis calls into question the importance of mandates and that researchers should pay more attention to the formal and informal tenets of mandates i.e. the combinations of mandate relationships and resources. The mandate is a well established indicator of the subsidiaries formal activities and responsibilities, however, it is not indicative of the informal behavior of a subsidiary which in this thesis is shown to be important in equal parts for the subsidiary’s evolution.

Place, publisher, year, edition, pages
Västerås: Mälardalen University Press, 2017
Series
Mälardalen University Press Dissertations, ISSN 1651-4238 ; 239
National Category
Economics and Business
Research subject
Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-36606 (URN)978-91-7485-349-0 (ISBN)
Public defence
2017-11-15, Omega, Västerås, 13:00 (English)
Opponent
Supervisors
Available from: 2017-10-02 Created: 2017-10-02 Last updated: 2017-11-01Bibliographically approved
Gillmore, E. & Memar, N. (2017). How Subsidiaries Gain Strategic Influence In MNE Value Chains. In: : . Paper presented at 43rd European International Business Academy Conference, Milan, December 14-16, 2017..
Open this publication in new window or tab >>How Subsidiaries Gain Strategic Influence In MNE Value Chains
2017 (English)Conference paper, Oral presentation only (Refereed)
Keyword
R&D mandate; integration; resource management; resource dependency; strategic influence.
National Category
Business Administration
Identifiers
urn:nbn:se:mdh:diva-36449 (URN)
Conference
43rd European International Business Academy Conference, Milan, December 14-16, 2017.
Available from: 2017-09-18 Created: 2017-09-18 Last updated: 2017-09-21Bibliographically approved
Gillmore, E., Sundström, A. & Andersson, U. (2017). OLD SWEDISH BUSINESS IN NEW INTERNATIONAL CLOTHES: Historical transitions in Organizational Memory and Resource Management Processes. In: : . Paper presented at Strategic Management Society (SMS) - Special Conference in Milan.
Open this publication in new window or tab >>OLD SWEDISH BUSINESS IN NEW INTERNATIONAL CLOTHES: Historical transitions in Organizational Memory and Resource Management Processes
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
Keyword
Organisational Memory, Organisational Capabilities, Resource Management
National Category
Social Sciences Economics and Business
Research subject
Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-37511 (URN)
Conference
Strategic Management Society (SMS) - Special Conference in Milan
Available from: 2017-12-20 Created: 2017-12-20 Last updated: 2017-12-20Bibliographically approved
Andersson, U., Gillmore, E. & Memar, N. (2017). What Happens When You Got It? On the Consequences of Disaggregating Value Chain and Subsidiary Strategic Activities. In: : . Paper presented at The Academy of International Business (AIB) 2017 Annual Conference, Dubai , July 2-5, 2017..
Open this publication in new window or tab >>What Happens When You Got It? On the Consequences of Disaggregating Value Chain and Subsidiary Strategic Activities
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Social Sciences Business Administration
Identifiers
urn:nbn:se:mdh:diva-36236 (URN)
Conference
The Academy of International Business (AIB) 2017 Annual Conference, Dubai , July 2-5, 2017.
Available from: 2017-08-16 Created: 2017-08-16 Last updated: 2017-09-21Bibliographically approved
Gillmore, E. & Andersson, U. (2016). Going Against the Grain: The Impact of Mandate Loss on Subsidiary Evolutionary Trajectories. In: : . Paper presented at SMS Annual Conference in Berlin, 17 - 20 September, 2016.
Open this publication in new window or tab >>Going Against the Grain: The Impact of Mandate Loss on Subsidiary Evolutionary Trajectories
2016 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Weexaminethe event ofsubsidiary R&D mandate lossand processes that determine a subsidiary’s subsequent evolutionary trajectory. R&D mandates reflect a value adding activity, and the loss of such mandates corresponds to responsibilities being reassigned from a fully-fledged subsidiary. In order to explore what happens to subsidiaries that lose their mandates we make use of exploratory cases that centers on the interplay between the drivers of mandate loss and subsidiaries response postmandate loss. We observe that subsidiaries regularly survive and prosper post mandate loss, unpacking these counterfactuals is the core of the present paper. This allows us to elucidate how a subsidiary can exhibit a positive evolutionary trajectory post mandate loss.

We make two distinct contributions. Firstly, we find that the informal dimensions of the mandates interact with the formal in a maner that facilitates influence over the resource and relationship portfolios that a subsidiary manages and develops. Secondly we findt hat the deployment of a subsidiary’s combining capabilities and slack resources are vestigial post mandate loss and that they are complimentarty to the freed-up resources post loss, allowing positive trajectories.

Keyword
R&D Mandating, External Embeddedness, Capabilities, Evolution, Slack Resources
National Category
Economics and Business
Identifiers
urn:nbn:se:mdh:diva-31580 (URN)
Conference
SMS Annual Conference in Berlin, 17 - 20 September, 2016
Available from: 2016-05-11 Created: 2016-05-11 Last updated: 2017-01-03Bibliographically approved
Gillmore, E. (2015). Exacting Power and Control through Subsidiary Mandate Gain and Loss. In: : . Paper presented at SMS 35th Annual International Conference, October 3 - 6, 2015 in Denver, Colorado..
Open this publication in new window or tab >>Exacting Power and Control through Subsidiary Mandate Gain and Loss
2015 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Economics and Business
Identifiers
urn:nbn:se:mdh:diva-31578 (URN)
Conference
SMS 35th Annual International Conference, October 3 - 6, 2015 in Denver, Colorado.
Available from: 2016-05-11 Created: 2016-05-11 Last updated: 2016-12-19Bibliographically approved
Gillmore, E., Andersson, U. & Ekman, P. (2015). How Subsidiaries Sustain Their Charters Despite Loss of Mandate: The Mediating Role of Internal Relational Attributes.. In: : . Paper presented at SMS 35th Annual International Conference, October 3 - 6, 2015 in Denver, Colorado, USA..
Open this publication in new window or tab >>How Subsidiaries Sustain Their Charters Despite Loss of Mandate: The Mediating Role of Internal Relational Attributes.
2015 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Economics and Business
Research subject
Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-31577 (URN)
Conference
SMS 35th Annual International Conference, October 3 - 6, 2015 in Denver, Colorado, USA.
Available from: 2016-05-11 Created: 2016-05-11 Last updated: 2016-08-16Bibliographically approved
Memar, N., Gillmore, E. & Andersson, U. (2015). On the hidden Consequences of Captive Offshoring: A managerial attention-based approach. In: : . Paper presented at AIB mini-Conference, Milan , October 29-31, 2015.
Open this publication in new window or tab >>On the hidden Consequences of Captive Offshoring: A managerial attention-based approach
2015 (English)Conference paper, Oral presentation with published abstract (Refereed)
Keyword
Captive offshoring; Subsidiaries' Attention; Hidden Costs
National Category
Social Sciences Economics and Business Business Administration
Research subject
Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-30873 (URN)
Conference
AIB mini-Conference, Milan , October 29-31, 2015
Available from: 2016-01-28 Created: 2016-01-28 Last updated: 2016-02-11Bibliographically approved
Gillmore, E. (2014). Is Offshoring an Expeditor of Negative or Positive Process Innovation Performance: The Role of Distance and Interdependencies. In: : . Paper presented at SMS 34th Annual International Conference, September 20 - 23, 2014 in Madrid, Spain..
Open this publication in new window or tab >>Is Offshoring an Expeditor of Negative or Positive Process Innovation Performance: The Role of Distance and Interdependencies
2014 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Economics and Business
Identifiers
urn:nbn:se:mdh:diva-31579 (URN)
Conference
SMS 34th Annual International Conference, September 20 - 23, 2014 in Madrid, Spain.
Available from: 2016-05-11 Created: 2016-05-11 Last updated: 2016-12-29Bibliographically approved
Edward, G. (2014). Is Offshoring an Expeditor of Negative or Positive Process Innovation Performance: The Role of Distance and Interdependencies. In: : . Paper presented at STRATEGIC MANAGEMENT SOCIETY 34rd ANNUAL CONFERENCE, September 20-23, 2014.
Open this publication in new window or tab >>Is Offshoring an Expeditor of Negative or Positive Process Innovation Performance: The Role of Distance and Interdependencies
2014 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This paper submits that research on offshoring of R&D has focused mostly on the empirical phenomenon’s under-lying offshoring’s strategic drivers and less on extending our understanding of how the MNC reconfiguration impacts operational performance and process innovation performance. So as to theoretically frame the implications of the organizational reconfigurations and process innovation, brought about by offshoring R&D, this proposal centres on the interplay between interfaces, interdependencies and distance. Offshoring of R&D requires global reconfigurations, which in turn strain coordination due to boundary changes, and distance (in this proposal geographic and institutional distance). This increases the complexity placed on the global division and coordination of R&D activities and subsequently process innovations and calls for further investigation of organizational reconfigurations.

National Category
Business Administration
Identifiers
urn:nbn:se:mdh:diva-26741 (URN)
Conference
STRATEGIC MANAGEMENT SOCIETY 34rd ANNUAL CONFERENCE, September 20-23, 2014
Available from: 2014-12-01 Created: 2014-12-01 Last updated: 2014-12-19Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-0900-4054

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