In this paper, we argue that a fruitful approach to the analysis of inter-organisational power in multinational corporations (MNCs) is to model the organisation as a federation. In the federative MNC, the headquarters and the subsidiaries are involved in a perpetual bargaining process. Thus a...

This book expands the business network view on managerial issues in multinational corporations. Specifically, it scrutinises the importance of a subsidiary’s external and internal business network for its strategic and organizational role within the corporation.

Summary We examine the role of headquarters (HQ) in the value-creating processes of sub-units in the multinational corporation, and claim that this role is dependent on how the knowledge situation of HQ is conceptualized. Two perspectives on the role of HQ are considered: "rationality" and...

This book expands the business network view on managerial issues in multinational corporations. Specifically, it scrutinises the importance of a subsidiary's external and internal business network for its strategic and organizational role within the corporation

Subsidiaries have access to different types of resources and therefore perform differently in their market-place and within a multinational corporation (MNC). Yet, even though subsidiaries are the object of intense interest, remarkably little has been written about the assessment of subsidiary...

A subsidiary of a multinational corporation (MNC) is embedded in a network of specific business relationships. It is argued that the degree of subsidiary embeddedness is a function of the adaptation between the subsidiary and direct and indirect counterparts of these relationships. The paper...

Given the importance of local (external) network embeddedness for an MNC subsidiary's ability to create new knowledge, a crucial question is what factors affect this local embeddedness. Despite its obvious relevance, few efforts have been made in the MNC literature to deal with this issue. In...