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...

The impact of location-specific factors on a multinational company's activities has long been investigated by international business scholars. However, studies have focused their attention on the pre-entry location decisions of foreign subsidiaries, rather than the post-entry decision of...

We develop a model of cultural positions in relationships that should be considered in addition to the more conventional cultural distance. We empirically analyse relationships between headquarters and foreign subsidiaries in multinational corporations and how high or low acceptance of power...

This paper is built on two premises: (1) that HQ and subsidiary managers often have different perceptions about the role of the subsidiary in the multinational corporation, and (2) that such differences have important implications for the management of the HQ-subsidiary relationship. Using data...

This paper investigates how relationship embeddedness in MNC subsidiaries' corporate and external networks influences the contribution of innovation transfer to the recipient subsidiary's business performance. OLS regressions using data on the intra-MNC transfer of 224 innovations indicate that...

We compare two theoretical perspectives on the knowledge situation of headquarters (HQ) in multinational corporations: the bounded rationality perspective and the sheer ignorance perspective. We claim that these perspectives lead to different expectations when it comes to HQ's role and the...

This paper links Hymer's later contributions to an important aspect of the literature on the management of the MNE- namely- that on the federative MNE. The key point from this literature is that embeddedness in host country networks is potentially a source of strategic power for subsidiaries and...

This paper links up with recent work on the role of subsidiaries in multinational corporations as well as with recent work in the strategy and business network literature. We discuss the sources of organizational strengths of subsidiaries in the larger multinational corporation, and argue that...