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Subsidiary management’s horizontal boundary spanning activity as entrepreneurial behaviour
DCU Business School, Dublin, Ireland.
DCU Business School, Dublin, Ireland.
Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, Industriell ekonomi och organisation.ORCID-id: 0000-0003-4425-9367
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. s. 169-202
Emneord [en]
Attention, Entrepreneurial behaviour, Middle managers, MNC management, Subsidiary
HSV kategori
Identifikatorer
URN: urn:nbn:se:mdh:diva-43306DOI: 10.1007/978-3-030-04402-2_8Scopus ID: 2-s2.0-85064375547OAI: oai:DiVA.org:mdh-43306DiVA, id: diva2:1314613
Tilgjengelig fra: 2019-05-09 Laget: 2019-05-09 Sist oppdatert: 2019-12-18bibliografisk kontrollert

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