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  • 1.
    Andersson, Ulf
    et al.
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Gillmore, Edward
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Memar, Noushan
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    What Happens When You Got It? On the Consequences of Disaggregating Value Chain and Subsidiary Strategic Activities2017Conference paper (Refereed)
  • 2.
    Edward, Gillmore
    et al.
    Dundee University, United Kingdom.
    Andersson, Ulf
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Memar, Noushan
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    How subsidiaries influence innovation in the MNE value chain2018In: TRANSNATIONAL CORPORATIONS, ISSN 978-92-1-112927-4, Vol. 25, no 1, p. 73-100Article in journal (Refereed)
    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.

  • 3.
    Gillmore, Edward
    et al.
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Memar, Noushan
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    How Subsidiaries Gain Strategic Influence In MNE Value Chains2017Conference paper (Refereed)
  • 4.
    Memar, Noushan
    et al.
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Andersson, Ulf
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation. BI Norwegian Business School, Norway.
    IT’S SIMPLY COMPLICATED!: On the Consequences of Subsidiary Strategic Activities During Change Period2016Conference paper (Other academic)
    Abstract [en]

    Today indeed MNEs are relying on the knowledge of many countries around the globe. Considering this, many MNEs fine-slice their value chain even R&D activities and send them across different subsidiaries [1, 2]. Although international R&D is not a new phenomenon [3] but interestingly, there is little evidence on how R&D mandate gain of the subsidiary increases the likelihood of subsidiary innovation. In this study, we explain the strategic boundary spanning activities of subsidiary’s managers ex-post gaining an R&D mandate on strategic learning of the subsidiary to explain the effects of these activities and capability enhancements on the subsidiary’s innovation. This research contributes to the existing literature by studying the effects of subsidiary managers’ different activities on subsidiary innovation. Additionally, this study enables the HQs’ executives to foresee the innovation potential of a subsidiary and at the same time gives the subsidiary’s managers, the ability to maximize innovations by designing an appropriate strategy within their internal and external environments during the change period. 

  • 5.
    Memar, Noushan
    et al.
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Andersson, Ulf
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation. BI Norwegian Business School.
    IT’S SIMPLY COMPLICATED!: On the Subsidiary Strategic Activities Post Mandate Gain2016Conference paper (Refereed)
  • 6.
    Memar, Noushan
    et al.
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Gillmore, Edward
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Andersson, Ulf
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation. BI Norwegian Business School, Oslo, Norway.
    On the hidden Consequences of Captive Offshoring: A managerial attention-based approach2015Conference paper (Refereed)
1 - 6 of 6
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