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The Role Of The Middle Manager In The Strategy Development Process Of The Multinational Subsidiary, Donal O'Brien, Pamela Sharkey Scott
The Role Of The Middle Manager In The Strategy Development Process Of The Multinational Subsidiary, Donal O'Brien, Pamela Sharkey Scott
Conference Papers
As multinational corporations (MNC) strive for long term competitiveness in complex business environments the Strategic Development Process has emerged as a potential source of competitive advantage (Grant, 2003). Despite this recognition there is limited knowledge of the strategy development process and the contributors to strategy development at the subsidiary level of the MNC. The essence of strategy development is contributing to competitive advantage through management activities (Papadakis et al, 1998), but much of the focus of research up to this point has been on the strategic relationship between subsidiary top management and corporate headquarters with little attention being paid to …
Subsidiaries, Competencies And The Implementation Of Dynamic Capabilities, Marty Reilly, Pamela Sharkey Scott
Subsidiaries, Competencies And The Implementation Of Dynamic Capabilities, Marty Reilly, Pamela Sharkey Scott
Conference Papers
Practitioners are increasingly urged by popular press and academia to add value and develop their business units by building dynamic capabilities; but both the academic theory and press fail to give a comprehensive definition as to what constitutes a dynamic capability and how they can be developed. The purpose of this paper is to explore and ultimately build upon the current literature in addressing this need, thereby contributing to managerial and academic thinking on dynamic capabilities and then to discuss the potential managerial implications in a subsidiary context. This is in response to identifying the gap both theoretically and empirically …