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Full-Text Articles in Business
A Reconceptualisation Of Ambidexterity: How Subsidiaries Can Use Their Capabilities And Knowledge To Build Subsidiary Bargaining Power, Marty Reilly, Pamela Sharkey Scott
A Reconceptualisation Of Ambidexterity: How Subsidiaries Can Use Their Capabilities And Knowledge To Build Subsidiary Bargaining Power, Marty Reilly, Pamela Sharkey Scott
Conference Papers
The literature on subsidiaries to date has focused largely on analysing autonomy, knowledge flows and firm specific advantages (Argote and Ingram 2000; Harzing and Noorderhaven 2006; Meyer, Wright and Pruthi 2009). An emerging stream of literature recognises the potential complexity of intra-organisational power within the MNC as warranting further investigation (Andersson, Forsgren and Holm, 2007; Bouquet and Birkinshaw, 2008; Mudambi and Navarra, 2004). It is held that as subsidiaries develop dynamic tacit capabilities which can be leveraged, their scope to exert influence and exercise subsidiary bargaining power increases concurrently. This raises some important questions for subsidiary managers, firstly can subsidiaries …
Dynamic Capabilities, Absorptive Capacity And Knowledge Sharing: A Research Agenda Into Explicating The Antecedent Factors Conducive To Subsidiary Bargaining Power, Marty Reilly, Pamela Sharkey Scott
Dynamic Capabilities, Absorptive Capacity And Knowledge Sharing: A Research Agenda Into Explicating The Antecedent Factors Conducive To Subsidiary Bargaining Power, Marty Reilly, Pamela Sharkey Scott
Conference Papers
This research explores the relationship between relative absorptive capacity – a firm‟s proficiency at acquiring, assimilating, transforming and ultimately exploiting knowledge – and subsidiary bargaining power. In building upon the existing dynamic capabilities framework it is advanced that absorptive capacity, as a mediator, serves not only as a valid dynamic capability but also as an enabling mechanism and a vehicle by which subsidiary bargaining power can be achieved. The antecedent factors conducive to building relative absorptive capacity are critically evaluated and built upon in a subsidiary specific context. The contribution of these new factors provides insight into the enabling constructs …
From Federations To Global Factories: Assessing The Contribution Of The Subsidiary Middle Manager In Today’S Mne, Donal O'Brien, Pamela Sharkey Scott, Pat Gibbons
From Federations To Global Factories: Assessing The Contribution Of The Subsidiary Middle Manager In Today’S Mne, Donal O'Brien, Pamela Sharkey Scott, Pat Gibbons
Articles
The evolution of MNEs (Multinational Enterprises) from rigid and hierarchical structures to more distributed authority and autonomy led to the theoretical justification for conceptualising them as a federative rather than unitary organisations (Ghoshal and Bartlett, 1990). Fundamental to the Federative MNE is the suggestion that subsidiary units, through their own actions, can modify the power base and influence MNE strategy ‘from below’ (Andersson et al., 2007). Considerable research highlights the potential of subsidiary units for knowledge creation and initiative (Birkinshaw, 1997, Rugman and Verbeke, 2001, Williams, 2009), but to date it has failed to confirm that MNEs actually operate as …
Subsidiary Entrepreneurship, Strategy Development Processes And Strategic Initiatives, Pamela Sharkey Scott, P. T. Gibbons
Subsidiary Entrepreneurship, Strategy Development Processes And Strategic Initiatives, Pamela Sharkey Scott, P. T. Gibbons
Conference Papers
MNCs gain competitive advantage through leveraging initiatives generated by their subsidiary networks. Yet we continue to have limited understanding of the complex conditions which promote initiatives. By integrating the subsidiary entrepreneurship literature and strategy development theory, we argue that the subsidiary’s approach to strategy development mediates the relationship between entrepreneurship and strategic initiative generation. We test our propositions on data generated from surveying the total population of Irish subsidiaries of foreign MNCs. Our findings confirm that an entrepreneurial subsidiary’s engagement in formal strategy development makes it better at generating strategic initiatives. This evidences the need for headquarters to encourage both …