How Subsidiaries of Multinational Corporations Drive Organizational Change

Dr. Maike Simon

doi:10.5771/9783748944393

Summary

Subsidiary initiatives are bottom-up, entrepreneurial processes that have the potential to drive change. They have generally been seen as beneficial for both the headquarters and the subsidiary within a multinational corporation. However, research suggests that only a small number of subsidiary initiatives are actually approved by headquarters, while most fail. From the perspective of the subsidiary, the pragmatic question is how to gain headquarters’ approval. This meta-synthesis integrates findings from a set of qualitative case studies on this topic. It explores how subsidiary managers can effectively negotiate subsidiary initiatives and offers explanations as to why some subsidiaries outperform others.

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Bibliographic data

Copyright year: 2024
ISBN-Print: 978-3-7560-1709-6
ISBN-Online: 978-3-7489-4439-3
Publisher: Nomos, Baden-Baden
Series: Internationale Personal- und Strategieforschung
Volume: 19
Language: English
Pages: 234
Product type: Book Titles

Titelei/Inhaltsverzeichnis No access Pages 1 - 16
1. 1.1 Framing the multinational corporation as a network No access
2. 1.2 Defining subsidiary initiative No access
3. 1.3 Research deficits and research questions No access
4. 1.4 Research approach No access
5. 1.5 The structure of the dissertation No access
1. 2.1 Subsidiary initiative characteristics No access
2. 2.2 The process of taking initiative or raising the voice No access
3. 1. 2.3.1 The external market context of the subsidiary No access
  2. 1. 2.3.2.1 Decision centralization or the autonomy-versus-control debate No access
    2. 2.3.2.2 Headquarters’ attention No access
  3. 2.3.3 Subsidiary context: distinctive resources and capabilities No access
4. 1. 2.4.1 Resistance and overcoming resistance No access
  2. 2.4.2 Attracting headquarters’ attention No access
5. 2.5 Summary and discussion No access
1. 3.1 The method No access
2. 3.2 The use of meta-syntheses approaches in business and management No access
3. 3.3 Search strategy and sampling No access
4. 3.4 Data extraction No access
5. 3.5 Data analysis and synthesis No access
6. 1. 3.6.1 Ensuring validity No access
  2. 3.6.2 Evaluating validity No access
1. 1. 4.1.1 Sources and manifestations of resistance No access
  2. 4.1.2 Initiative absorption No access
  3. 4.1.3 Interpreted predispositions underlying resistance No access
  4. 4.1.4 Summary of resistance No access
2. 1. 4.2.1 Initiative-selling as a balancing act No access
  2. 1. 4.2.2.1 Phase I: Avoiding headquarters’ attention and preparatory subsidiary actions No access
    2. 4.2.2.2 Phase II: Negotiating with headquarters No access
  3. 4.2.3 Summary of subsidiary initiative-selling No access
1. 1. 5.1.1 Resistance and a novel perspective on bottom-up strategic change No access
  2. 1. 5.1.2.1 Negative headquarters’ attention No access
    2. 5.1.2.2 The absence of headquarters’ attention No access
    3. 5.1.2.3 Managing headquarters’ attention during initiative-selling processes No access
2. 5.2 Implications for practice No access
3. 5.3 Methodological implications No access
1. 6.1 Summary of findings No access
2. 6.2 Limitations and outlook No access
References No access Pages 141 - 158
Appendix 1 No access Pages 159 - 212
Appendix 2 No access Pages 213 - 234