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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.
Open this publication in new window or tab >>Institutional antecedents of subsidiary external embeddedness: Coping with regulatory competitive constraints
2019 (English)In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 52, no 4, article id 101851Article in journal (Refereed) 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.

Place, publisher, year, edition, pages
Elsevier Ltd, 2019
Keywords
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
National Category
Economics and Business Public Administration Studies
Identifiers
urn:nbn:se:mdh:diva-45014 (URN)10.1016/j.lrp.2018.10.001 (DOI)2-s2.0-85070094402 (Scopus ID)
Available from: 2019-08-15 Created: 2019-08-15 Last updated: 2019-08-15Bibliographically approved
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
Open this publication in new window or tab >>Subsidiary management’s horizontal boundary spanning activity as entrepreneurial behaviour
2019 (English)In: Entrepreneurial Behaviour: Individual, Contextual and Microfoundational Perspectives, Palgrave Macmillan , 2019, p. 169-202Chapter in book (Other academic)
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. 

Place, publisher, year, edition, pages
Palgrave Macmillan, 2019
Keywords
Attention, Entrepreneurial behaviour, Middle managers, MNC management, Subsidiary
National Category
Business Administration Information Systems, Social aspects
Identifiers
urn:nbn:se:mdh:diva-43306 (URN)10.1007/978-3-030-04402-2_8 (DOI)2-s2.0-85064375547 (Scopus ID)
Available from: 2019-05-09 Created: 2019-05-09 Last updated: 2019-06-25Bibliographically approved
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.
Open this publication in new window or tab >>The IB/ IHRM interface: Exploring the potential of intersectional theorizing
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2019 (English)In: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 54, no 5, article id 100998Article in journal (Refereed) 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

Place, publisher, year, edition, pages
Elsevier Inc., 2019
Keywords
International business, International HRM, Multinational enterprise, Theory building
National Category
Economics and Business
Identifiers
urn:nbn:se:mdh:diva-44657 (URN)10.1016/j.jwb.2019.100998 (DOI)2-s2.0-85067199970 (Scopus ID)
Available from: 2019-06-27 Created: 2019-06-27 Last updated: 2019-06-27Bibliographically approved
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
Open this publication in new window or tab >>The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship
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2019 (English)In: Global Strategy Journal, ISSN 2042-5791, E-ISSN 2042-5805, Vol. 9, no 1, p. 66-91Article in journal (Refereed) 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.

Place, publisher, year, edition, pages
WILEY, 2019
Keywords
entrepreneurship, initiative, microfoundations, middle manager, subsidiary, subsidiary CEO
National Category
Economics and Business
Identifiers
urn:nbn:se:mdh:diva-42985 (URN)10.1002/gsj.1200 (DOI)000459572700004 ()2-s2.0-85043313020 (Scopus ID)
Available from: 2019-03-29 Created: 2019-03-29 Last updated: 2019-04-10Bibliographically approved
Najafi-Tavani, Z., Robson, M. J., Zaefarian, G., Andersson, U. & Yu, C. (2018). Building subsidiary local responsiveness: (When) does the directionality of intrafirm knowledge transfers matter?. Journal of world business (Print), 53(4), 475-492
Open this publication in new window or tab >>Building subsidiary local responsiveness: (When) does the directionality of intrafirm knowledge transfers matter?
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2018 (English)In: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 53, no 4, p. 475-492Article in journal (Refereed) Published
Abstract [en]

The present study focuses on effects of subsidiary internal knowledge-based activities knowledge transfer and reverse knowledge transfer and absorptive capacity on local responsiveness. We also examine whether absorptive capacity, shared values, and psychological safety, representing constituents of the motivation-opportunity-ability model of behavior, moderate relationships of subsidiary internal knowledge-based activities with responsiveness. Based on a sample of 173 Chinese subsidiaries, the results suggest knowledge transfer and absorptive capacity facilitate local responsiveness. Shared values moderates positively and absorptive capacity negatively, the relationship between knowledge transfer and responsiveness. Psychological safety strengthens the link between reverse knowledge transfer and local responsiveness.

Place, publisher, year, edition, pages
ELSEVIER SCIENCE INC, 2018
National Category
Business Administration
Identifiers
urn:nbn:se:mdh:diva-40105 (URN)10.1016/j.jwb.2018.01.004 (DOI)000434745700005 ()2-s2.0-85044648887 (Scopus ID)
Available from: 2018-06-28 Created: 2018-06-28 Last updated: 2019-01-04Bibliographically approved
Edward, G., Andersson, U. & Memar, N. (2018). How subsidiaries influence innovation in the MNE value chain. TRANSNATIONAL CORPORATIONS, 25(1), 73-100
Open this publication in new window or tab >>How subsidiaries influence innovation in the MNE value chain
2018 (English)In: TRANSNATIONAL CORPORATIONS, ISSN 978-92-1-112927-4, Vol. 25, no 1, p. 73-100Article in journal (Refereed) Published
Abstract [en]

As multinational enterprises increasingly disaggregate their value chains and assign functional responsibilities to foreign subsidiaries, they are increasingly focused on augmenting spatially distant activities and resources. At the same time, despite subsidiary managers operating at the “middle” of the organization and having awareness of operational and strategic contexts, they have received significant criticism for hindering the successful coordination and integration of value chain activities. This appears counterintuitive as, on the one hand, MNEs are increasingly disaggregating their value chains and, on the other, subsidiary managers act as frontline managers, at the intersection of their local context and the MNE. We examine the resource stocks of six subsidiaries and the activities of subsidiary managers locally and across global value chains. The results indicate that integration responsibilities are decentralized, as properties of subsidiary mandates, and that the subsidiary managers' connectivity activities significantly affect the strategic influence that they subsidiary can exercise locally and globally. The results also contain important information for policymakers.

Keywords
R&D mandate integration; subsidiary manager activities; connectivity; strategic influence.
National Category
Business Administration
Research subject
Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-41250 (URN)2-s2.0-85048545374 (Scopus ID)
Available from: 2018-10-30 Created: 2018-10-30 Last updated: 2018-12-05Bibliographically approved
Andersson, U. & O'Brien, D. (2018). Strategy Creativity in Multinational Subsidiaries. In: Castellani, D. , Narula, R., Nguyen, Q.T.K., Surdu, I. & Walker, J. (Ed.), Contemporary Issues in International Business: (pp. 191-210). London: Palgrave
Open this publication in new window or tab >>Strategy Creativity in Multinational Subsidiaries
2018 (English)In: Contemporary Issues in International Business / [ed] Castellani, D. , Narula, R., Nguyen, Q.T.K., Surdu, I. & Walker, J., London: Palgrave , 2018, p. 191-210Chapter in book (Refereed)
Place, publisher, year, edition, pages
London: Palgrave, 2018
National Category
Business Administration
Identifiers
urn:nbn:se:mdh:diva-41461 (URN)
Available from: 2018-11-30 Created: 2018-11-30 Last updated: 2018-12-05Bibliographically approved
Clancey, J., Ryan, P., Andersson, U. & Giblin, M. (2018). Subsidiary Combinative Capability for Knowledge Creation as a Co-evolutionary Development Process. In: Castellani, D., Narula, R., Nguyen, Q.T.K., Surdu, I. & Walker, J. (Ed.), Contemporary Issues in International Business: (pp. 211-229). London: Palgrave Macmillan
Open this publication in new window or tab >>Subsidiary Combinative Capability for Knowledge Creation as a Co-evolutionary Development Process
2018 (English)In: Contemporary Issues in International Business / [ed] Castellani, D., Narula, R., Nguyen, Q.T.K., Surdu, I. & Walker, J., London: Palgrave Macmillan, 2018, p. 211-229Chapter in book (Refereed)
Place, publisher, year, edition, pages
London: Palgrave Macmillan, 2018
National Category
Business Administration
Identifiers
urn:nbn:se:mdh:diva-41462 (URN)10.1007/978-3-319-70220-9 (DOI)978-3-319-70220-9 (ISBN)
Available from: 2018-11-30 Created: 2018-11-30 Last updated: 2018-12-05Bibliographically approved
Ryan, P., Giblin, M., Andersson, U. & Clancy, J. (2018). Subsidiary knowledge creation in co-evolving contexts. International Business Review, 27(5), 915-932
Open this publication in new window or tab >>Subsidiary knowledge creation in co-evolving contexts
2018 (English)In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 27, no 5, p. 915-932Article in journal (Refereed) Published
Abstract [en]

In this paper we explore how the MNE subsidiary's role internally within its corporation evolves through knowledge creation in accordance with an evolving external local knowledge network, and the extent to which the interwoven coevolving context matters for, and may be guided by the subsidiary. We conducted a qualitative investigation of purposely selected subsidiaries as case studies and longitudinally tracked the interwoven co-evolving contexts of their internal corporate role and external knowledge network. We show why role evolution may be differential and illustrate how competence-creating subsidiaries can balance and simultaneously manage the guided co-evolution of both contexts to advance their roles for knowledge creation. We develop a dynamic framework of subsidiary role evolution at the nexus of these interwoven co-evolving contexts. This advances theory on the dual embedded subsidiary as previous studies have predominantly been cross-sectional and static rather than evolutionary.

Place, publisher, year, edition, pages
ELSEVIER SCIENCE BV, 2018
Keywords
Subsidiary, Competence-creator, Knowledge, Co-evolution, Dual networks, Longitudinal
National Category
Business Administration
Identifiers
urn:nbn:se:mdh:diva-40932 (URN)10.1016/j.ibusrev.2018.02.003 (DOI)000443519300001 ()2-s2.0-85044743818 (Scopus ID)
Available from: 2018-09-13 Created: 2018-09-13 Last updated: 2018-11-28Bibliographically approved
Andersen, T. J. & Andersson, U. (2017). Multinational Corporate Strategy-making: Integrating International Business and Strategic Management (1ed.). In: Andersen, Torben J (Ed.), The Responsive Global Organization: New Insightsfrom Global Strategy and International Business: (pp. 13-33). Emerald Group Publishing Limited
Open this publication in new window or tab >>Multinational Corporate Strategy-making: Integrating International Business and Strategic Management
2017 (English)In: The Responsive Global Organization: New Insightsfrom Global Strategy and International Business / [ed] Andersen, Torben J, Emerald Group Publishing Limited, 2017, 1, p. 13-33Chapter in book (Refereed)
Abstract [en]

This chapter contends that the international business (IB) and strategic management (SM) fields have many commonalities that should be considered in a turbulent globalized business context. IB studies refer to the need for local integration and local adaptation whereas empirics in SM pinpoint the complementary effects of central planning and decentralized decisionmaking. We present and synthesize these rather field specific perspectives and try to synthesize insights from both fields in an adaptive strategy-making model including the effects of autonomous subsidiary initiatives and intended mandates from corporate headquarters. The model considers local subsidiary actions of both operational and strategic nature and we argue that it may be futile to distinguish between these effects as incremental operational responses can cumulate into more substantial changes over time with dimensions of strategic adaptation. The model provides a foundation for further considerations about how to combine central intent and direction with decentralization and autonomous initiatives in the multinational corporation.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2017 Edition: 1
Keywords
Central coordination, decentralized decision-making, global integration, interactive strategy-making, local adaptation, subsidiary autonomy
National Category
Social Sciences Business Administration
Research subject
Industrial Economics and Organisations
Identifiers
urn:nbn:se:mdh:diva-38219 (URN)10.1108/978-1-78714-831-420171001 (DOI)978-1-78714-832-1 (ISBN)978-1-78714-831-4 (ISBN)
Available from: 2018-01-23 Created: 2018-01-23 Last updated: 2018-01-29Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-4425-9367

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