Strategic drivers behind the digital transformation of subsidiaries: a longitudinal approach

References

• Andrews, D. S., Nell, P. C., Schotter, A. P., & Laamanen, T. (2023). And the subsidiary lives on: Harnessing complex realities in the contemporary MNE. Journal of International Business Studies, 54(3), 538–549. https://doi.org/10.1057/s41267-022-00552-4
   PubMed Web of Science ®Google Scholar
• Bag, S., Pretorius, J. H. C., Gupta, S., & Dwivedi, Y. K. (2021). Role of institutional pressures and resources in the adoption of big data analytics powered artificial intelligence, sustainable manufacturing practices and circular economy capabilities. Technological Forecasting and Social Change, 163, 120420. https://doi.org/10.1016/j.techfore.2020.120420
   Web of Science ®Google Scholar
• Björkdahl, J. (2020). Strategies for digitalization in manufacturing firms. California Management Review, 62(4), 17–36. https://doi.org/10.1177/0008125620920349
   Web of Science ®Google Scholar
• Blomkvist, K., Kappen, P., & Zander, I. (2015). On the emergence and diffusion of technological capabilities and the theory of the MNC. International Management, 19(4), 95–111. https://doi.org/10.7202/1043079ar
   Google Scholar
• Bogers, M., Sims, J., & West, J. (2019). What is an ecosystem? Incorporating 25 years of ecosystem research. Academy of Management Proceedings, 2019(1), 11080. https://doi.org/10.5465/AMBPP.2019.11080abstract
   Google Scholar
• Büchi, G., Cugno, M., & Castagnoli, R. (2020). Smart factory performance and industry 4.0. Technological Forecasting and Social Change, 150, 119790. https://doi.org/10.1016/j.techfore.2019.119790
   Web of Science ®Google Scholar
• Cséfalvay, Z. (2020). Robotization in central and eastern Europe: Catching up or dependence? European Planning Studies, 28(8), 1534–1553. https://doi.org/10.1080/09654313.2019.1694647
   Web of Science ®Google Scholar
• Decreton, B., Dellestrand, H., Kappen, P., & Nell, P. C. (2017). Beyond simple configurations: The dual involvement of divisional and corporate headquarters in subsidiary innovation activities in multibusiness firms. Management International Review, 57(6), 855–878. https://doi.org/10.1007/s11575-017-0325-z
   Web of Science ®Google Scholar
• Dellestrand, H., & Kappen, P. (2012). The effects of spatial and contextual factors on headquarters resource allocation to MNE subsidiaries. Journal of International Business Studies, 43(3), 219–243. https://doi.org/10.1057/jibs.2011.57
   Web of Science ®Google Scholar
• Dellestrand, H., Kappen, P., & Lindahl, O. (2020). Headquarter resource allocation strategies and subsidiary competitive or cooperative behavior: Achieving a fit for value creation. Journal of Organization Design, 9(1), Article 6. https://doi.org/10.1186/s41469-020-00070-3
   Google Scholar
• Demeter, K., Losonci, D., & Nagy, J. (2021). Road to digital manufacturing – a longitudinal case-based analysis. Journal of Manufacturing Technology Management, 32(3), 820–839. https://doi.org/10.1108/JMTM-06-2019-0226
   Web of Science ®Google Scholar
• DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. https://doi.org/10.2307/2095101
   Web of Science ®Google Scholar
• Dubey, R., Gunasekaran, A., Childe, S. J., Blome, C., & Papadopoulos, T. (2019). Big data and predictive analytics and manufacturing performance: Integrating institutional theory, resource‐based view and big data culture. British Journal of Management, 30(2), 341–361. https://doi.org/10.1111/1467-8551.12355
   Web of Science ®Google Scholar
• Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25–32. https://doi.org/10.5465/amj.2007.24160888
   Web of Science ®Google Scholar
• Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121. https://doi.org/10.1002/1097-0266(200010/11)21:10/11<1105:AID-SMJ133>3.0.CO;2-E
   Web of Science ®Google Scholar
• Ekman, P., Thilenius, P., Thompson, S., & Whitaker, J. (2020). Digital transformation of global business processes: The role of dual embeddedness. Business Process Management Journal, 26(2), 570–592. https://doi.org/10.1108/BPMJ-02-2019-0080
   Web of Science ®Google Scholar
• Éltető, A., Sass, M., & Götz, M. (2022). The dependent industry 4.0 development path of the visegrád countries. Intersections: East European Journal of Society and Politics, 8(3), 147–168. https://doi.org/10.17356/ieejsp.v8i3.980
   Web of Science ®Google Scholar
• Farkas, B. (2011). The central and eastern European model of capitalism. Post-Communist Economies, 23(1), 15–34. https://doi.org/10.1080/14631377.2011.546972
   Web of Science ®Google Scholar
• Felsberger, A., Qaiser, F. H., Choudhary, A., & Reiner, G. (2020). The impact of Industry 4.0 on the reconciliation of dynamic capabilities: Evidence from the European manufacturing industries. Production Planning & Control, 1–24. https://doi.org/10.1080/09537287.2020.1810765
   Web of Science ®Google Scholar
• Ghobakhloo, M. (2018). The future of manufacturing industry: A strategic roadmap toward industry 4.0. Journal of Manufacturing Technology Management, 29(6), 910–936. https://doi.org/10.1108/JMTM-02-2018-0057
   Web of Science ®Google Scholar
• Gupta, S., Modgil, S., Gunasekaran, A., & Bag, S. (2020). Dynamic capabilities and institutional theories for industry 4.0 and digital supply chain. Supply Chain Forum: An International Journal, 21(3), 139–157. https://doi.org/10.1080/16258312.2020.1757369
   Web of Science ®Google Scholar
• Hinings, B., Gegenhuber, T., & Greenwood, R. (2018). Digital innovation and transformation: An institutional perspective. Information and Organization, 28(1), 52–61. https://doi.org/10.1016/j.infoandorg.2018.02.004
   Web of Science ®Google Scholar
• Horváth, D., & Szabó, R. Z. (2019). Driving forces and barriers of industry 4.0: Do multinational and small and medium-sized companies have equal opportunities? Technological Forcasting and Change, 146, 119–132. https://doi.org/10.1016/j.techfore.2019.05.021
   Web of Science ®Google Scholar
• Hughes, M., Powell, T. H., Chung, L., & Mellahi, K. (2017). Institutional and resource‐based explanations for subsidiary performance. British Journal of Management, 28(3), 407–424. https://doi.org/10.1111/1467-8551.12169
   Web of Science ®Google Scholar
• Kostova, T., Marano, V., & Tallman, S. (2016). Headquarters–subsidiary relationships in MNCs: Fifty years of evolving research. Journal of World Business, 51(1), 176–184. https://doi.org/10.1016/j.jwb.2015.09.003
   Web of Science ®Google Scholar
• Lin, T. C., Sheng, M. L., & Jeng Wang, K. (2020). Dynamic capabilities for smart manufacturing transformation by manufacturing enterprises. Asian Journal of Technology Innovation, 28(3), 403–426. https://doi.org/10.1080/19761597.2020.1769486
   Web of Science ®Google Scholar
• Lin, H.-F., Su, J.-Q., & Higgins, A. (2016). How dynamic capabilities affect adoption of management innovations. Journal of Business Research, 69(2), 862–876. https://doi.org/10.1016/j.jbusres.2015.07.004
   Web of Science ®Google Scholar
• López-Gómez, C., McFarlane, D., O’Sullivan, E., & Velu, C. (2018), The Practical Impact of Digital Manufacturing: Results from Recent International Experience, IfM University of Cambridge. Retrieved 7 01 2020, from https://www.ifm.eng.cam.ac.uk/insights/digital-manufacturing/the-practical-impact-of-digital-manufacturing:-results-from-recent-international-experience/
   Google Scholar
• Marciniak, R., Móricz, P., & Demeter, K. (2021). The case of industry 4.0 with Hungarian SMEs, in: Industry 4.0. In M. M. Julian & K. Nikolai Eds., SMEs across the globe: drivers, barriers, and opportunitiespp. 47–60. Taylor and Francis Catalogue # 444396. https://doi.org/10.1201/9781003165880-5. The hardback ISBN: 9780. The hardback ISBN: 9780367761905.367761905.
   Google Scholar
• Matarazzo, M., Penco, L., Profumo, G., & Quaglia, R. (2021). Digital transformation and customer value creation in made in Italy SMEs: A dynamic capabilities perspective. Journal of Business Research, 123, 642–656. https://doi.org/10.1016/j.jbusres.2020.10.033
   Web of Science ®Google Scholar
• Meyer, K. E., Li, C., & Schotter, A. P. J. (2020). Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda. Journal of International Business Studies, 51(4), 538–576. https://doi.org/10.1057/s41267-020-00318-w
   Web of Science ®Google Scholar
• Meyer, K. E., Mudambi, R., & Narula, R. (2011). Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48(2), 235–252. https://doi.org/10.1111/j.1467-6486.2010.00968.x
   Web of Science ®Google Scholar
• Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis (An expanded sourcebook (2nd ed.). Sage.
   Google Scholar
• Monostori, L., Kádár, B., Bauernhansl, T., Kondoh, S., Kumara, S., Reinhart, G., Sauer, O., Schuh, G., Sihn, W., & Ueda, K. (2016). Cyber-physical systems in manufacturing. CIRP Annals-Manufacturing Technology, 65(2), 621–641. https://doi.org/10.1016/j.cirp.2016.06.005
   Web of Science ®Google Scholar
• Myant, M. (2018). Dependent capitalism and the middle-income trap in Europe in East Central Europe. International Journal of Management and Economics, 54(4), 291–303. https://doi.org/10.2478/ijme-2018-0028
   Web of Science ®Google Scholar
• Myant, M., & Drahokoupil, J. (2012). International integration, varieties of capitalism and resilience to crisis in transition economies. Europe-Asia Studies, 64(1), 1–33. https://doi.org/10.1080/09668136.2012.635478
   Web of Science ®Google Scholar
• Nambisan, S., Lyytinen, K., Majchrzak, A., & Song, M. (2017). Digital innovation management: Reinventing innovation management research in a digital world. MIS Quarterly, 41(1), 223–238. https://doi.org/10.25300/MISQ/2017/41:1.03
   Web of Science ®Google Scholar
• Netland, T. (2013). Exploring the phenomenon of company-specific production systems: One-best-way or own-best-way? International Journal of Production Research, 51(4), 1084–1097. https://doi.org/10.1080/00207543.2012.676686
   Web of Science ®Google Scholar
• Netland, T., & Ferdows, K. (2016). The S-curve effect of lean implementation. Production and Operations Management, 25(6), 1106–1120. https://doi.org/10.1111/poms.12539
   Web of Science ®Google Scholar
• North, D. C. (1990). Institutions, institutional change and economic performance. Cambridge University Press.
   Google Scholar
• Nölke, A., & Vliegenthart, A. (2009). Enlarging the varieties of capitalism: The emergence of dependent market economies in East Central Europe. World Politics, 61(4), 670–702. https://doi.org/10.1017/S0043887109990098
   Web of Science ®Google Scholar
• Patton, M. Q. (2002). Qualitative research and evaluation methods (3rd ed.). Sage.
   Google Scholar
• Peng, M. W., Sun, S. L., Pinkham, B., & Chen, H. (2009, August). The institution-based view as a third leg for a strategy tripod. Academy of Management Perspectives, 23(3), 63–81. https://doi.org/10.5465/amp.2009.43479264
   Web of Science ®Google Scholar
• Pisano, G. P. (2017). Toward a prescriptive theory of dynamic capabilities: Connecting strategic choice, learning, and competition. Industrial and Corporate Change, 26(5), 747–762. https://doi.org/10.1093/icc/dtx026
   Web of Science ®Google Scholar
• Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93.
   PubMed Web of Science ®Google Scholar
• Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 4–23.
   Web of Science ®Google Scholar
• Riviere, M., Bass, A. E., & Andersson, U. (2021). Dynamic capability development in multinational enterprises: Reconciling routine reconfiguration between the headquarters and subsidiaries. Global Strategy Journal, 11(3), 380–401. https://doi.org/10.1002/gsj.1389
   Web of Science ®Google Scholar
• Schuh, G., Anderl, R., Gausemeier, J., ten Hompel, M., & Wahlster, W. (2017). Industry 4.0 maturity index. Managing the digital transformation of companies. Acatech–National Academy of Science and Engineering.
   Google Scholar
• Soluk, J., & Kammerlander, N. (2021). Digital transformation in family-owned Mittelstand firms: A dynamic capability perspective. European Journal of Information Systems, 30(6), 1–36. https://doi.org/10.1080/0960085X.2020.1857666
   Web of Science ®Google Scholar
• Szalavetz, A. (2019). Digitalisation, automation and upgrading in global value chains–factory economy actors versus lead companies. Post-Communist Economies, 31(5), 646–670. https://doi.org/10.1080/14631377.2019.1578584
   Web of Science ®Google Scholar
• Teece, D. J. (2016). Dynamic capabilities and entrepreneurial management in large organizations: Toward a theory of the (entrepreneurial) firm. European Economic Review, 86, 202–216. https://doi.org/10.1016/j.euroecorev.2015.11.006
   Web of Science ®Google Scholar
• Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509:AID-SMJ882>3.0.CO;2-Z
   Web of Science ®Google Scholar
• Vial, G. (2019). Understanding digital transformation: A review and a research agenda. Journal of Strategic Information Systems, 28(2), 118–144. https://doi.org/10.1016/j.jsis.2019.01.003
   Web of Science ®Google Scholar
• Vogelsang, K., Liere-Netheler, K., Packmohr, S., & Hoppe, U. (2018). Success factors for fostering a digital transformation in manufacturing companies. Journal of Enterprise Transformation, 8(1–2), 121–142. https://doi.org/10.1080/19488289.2019.1578839
   Google Scholar
• Volberda, W. H., Khanagha, S., Baden Fuller, C., Mihalache, O. R., & Birkinshaw, J. (2021). Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms. Long Range Planning, 54(5), 102110. https://doi.org/10.1016/j.lrp.2021.102110
   Web of Science ®Google Scholar
• Warner, K. S., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3), 326–349. https://doi.org/10.1016/j.lrp.2018.12.001
   Web of Science ®Google Scholar
• Welch, C., Piekkari, R., Plakoyiannaki, E., & Paavilainen-Mäntymäki, E. (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42(5), 740–762. https://doi.org/10.1057/jibs.2010.55
   Web of Science ®Google Scholar
• Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180. https://doi.org/10.1002/smj.4250050207
   Web of Science ®Google Scholar
• Yeow, A., Soh, C., & Hansen, R. (2018). Aligning with new digital strategy: A dynamic capabilities approach. Journal of Strategic Information Systems, 27(1), 43–58. https://doi.org/10.1016/j.jsis.2017.09.001
   Web of Science ®Google Scholar
• Yin, R. K. (2014). Case study research: Design and methods (5th ed.). Sage.
   Google Scholar
• Zheng, D., Chen, J., Huang, L., & Zhang, C. (2013). E-government adoption in public administration organizations: Integrating institutional theory perspective and resource-based view. European Journal of Information Systems, 22(2), 221–234. https://doi.org/10.1057/ejis.2012.28
   Web of Science ®Google Scholar