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In Search Of Theory: Towards An Integrating Conceptual Framework For Subsidiary Research, Donal O'Brien, Pamela Sharkey Scott, Patrick Gibbons
In Search Of Theory: Towards An Integrating Conceptual Framework For Subsidiary Research, Donal O'Brien, Pamela Sharkey Scott, Patrick Gibbons
Conference Papers
Despite the importance of the strategic choices taken by subsidiary managers to the long terms survival of their unit, little is known about the phenomenon. (Dörrenbächer & Geppert, 2009, Scott, Gibbons, & Coughlan, 2010). This paper analyses and synthesises the research streams on subsidiary management to date to provide critical conceptual insights and proposes a new theoretical approach to subsidiary analysis, applied to the critical routine of subsidiary strategy. The adoption of more global business structures by MNEs has led to additional strategic constraints on subsidiary managers (Buckley, 2009, Buckley & Ghauri, 2004, Mudambi, 2008), which we categorise as the …
Subsidiary Strategy And The Role Of The Subsidiary Manager : Integrating The Middle Manager Perspective, Donal O'Brien
Subsidiary Strategy And The Role Of The Subsidiary Manager : Integrating The Middle Manager Perspective, Donal O'Brien
Conference Papers
Subsidiary strategy is a concept which has emerged in international business literature but research has so far failed to explain how subsidiary managers develop strategy under the constraints of the paradoxical pressures they face in today’s Multinational Enterprises (MNE). On the one hand current trends suggest that (MNE) are developing into more global business structures which are reducing the power and influence of subsidiary managers (Buckley, 2009, Buckley & Ghauri, 2004, Mudambi, 2008). The result of these trends, are that the market orientated aspects of subsidiary strategy are becoming constrained and to some degree taken out of the hands of …
Subsidiary Ambidexterity: A New Lens Through Which Subsidiary Bargaining Power Can Be Examined?, Marty Reilly, Pamela Sharkey Scott
Subsidiary Ambidexterity: A New Lens Through Which Subsidiary Bargaining Power Can Be Examined?, Marty Reilly, Pamela Sharkey Scott
Conference Papers
The ability of an organisation to adapt and evolve in accordance with external change is frequently cited as a path to sustainability and longevity of operations. The manner in which change, transformation and adaption manifests itself within an organisation continues to prompt research across a wide and varying array of disciplines. Of particular interest in terms of organisational change is capability development as a vehicle for transformation. If real transformation is to occur the organisation must go beyond incremental change in extending and modifying the ways in which it operates (Helfat et al. 2007). Capability development as a driver for …