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The Role of Internal Embeddedness for Subsidiary Influence in the Multinational Enterprise
Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.ORCID iD: 0000-0003-4425-9367
Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.ORCID iD: 0000-0003-0826-7052
Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.ORCID iD: 0000-0001-7334-2480
2014 (English)In: / [ed] Rian Drogendijk, 2014Conference paper, Published paper (Refereed)
Abstract [en]

Theoverall aim is to address the role of internal embeddedness in subsidiary’sinfluence on strategic decisions in the multinational enterprise andspecifically discuss how the internal production network and the subsidiary management’sinterpersonal relationships facilitate and impede its potential influence.  The two dimensions of internal embeddednessare scrutinized individually and then put together in a conceptualframework.  The internal productionnetwork is made up of where and what the subsidiary do, i.e. their activitiesand how these activities are related to the sister subsidiaries’ activities (astructural dimension), and the interpersonal network is based upon thesubsidiary management’s “voice” and standing in the larger MNC. The papers tentativeconclusion – presented as a conceptual model – is that the internal productionnetwork is the baseline for the degree of strategic influence a subsidiary haswhilst the subsidiary management’s interpersonal network can extend thisinfluence.

Place, publisher, year, edition, pages
2014.
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:mdh:diva-26743OAI: oai:DiVA.org:mdh-26743DiVA, id: diva2:767384
Conference
European International Business Academy (EIBA), 40th Annual Conference, Uppsala University, Sweden, December 11-13, 2014
Available from: 2014-12-01 Created: 2014-12-01 Last updated: 2014-12-01Bibliographically approved

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Andersson, UlfDahlin, PeterEkman, Peter

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