A Systematic Review of the Literature and Theoretical Analysis of Subsidiary Roles

REFERENCES

• Almeida , P. & Phene , A. ( 2004 ). Subsidiaries and knowledge creation: The influence of the MNC and host country on innovation . Strategic Management Journal , 25 ( 8-9 ), 847 – 864 .
   Web of Science ®Google Scholar
• Ambos , B. & Reitsperger , W. D. ( 2004 ). Offshore centers of excellence: Social control and success . Management International Review , 44 ( 2 ), 51 – 65 .
   Google Scholar
• Andersson , U. & Forsgren , M. ( 2000 ). In search of centre of excellence: Network embeddedness and subsidiary roles in multinational corporations . Management International Review , 40 ( 4 ), 329 – 350 .
   Google Scholar
• Bartlett , C. A. (1986). Building and Managing the Transnational: The New Organizational Challenge. In Porter , M. E. (Ed.), Competition in Global Industries (pp. 367–407). Boston , MA : Harvard University Press.
   Google Scholar
• Bartlett , C. A. & Ghoshal , S. ( 1989 ). Managing Across Borders: The Transnational Solution . London : Hutchinson Business Books .
   Google Scholar
• Bartlett , C. A. & Ghoshal , S. ( 1990 ). Managing Innovation in the Transnational Corporation . In Bartlett , C. A. , Doz , Y. , & Hedlund , G. (Eds.), Managing the Global Firm (pp. 215 – 255 ). London : Routledge .
   Google Scholar
• Bartlett , C. A. & Ghoshal , S. ( 1997 ). The Individualized Ccorporation . New York : Harper Business .
   Google Scholar
• Benito , G. , Grogaard , B. , & Narula , R. ( 2003 ). Environmental influences on MNE subsidiary roles . Journal of International Business Studies , 34 ( 5 ), 443 – 457 .
   Web of Science ®Google Scholar
• Birkinshaw , J. ( 1997 ). Entrepreneurship in multinational corporations: The characteristics of subsidiary incentives . Strategic Management Journal , 18 , 207 – 229 .
   Web of Science ®Google Scholar
• Birkinshaw , J. & Fey , C. F. ( 2000 ). Building an Internal Market System: Insights from Five R&D Organizations . In Birkinshaw , J. & Hagstrom , P. (Eds.), The Flexible Firm: Capability Management in Networked Organizations (pp. 149 – 175 ). New York : Oxford University Press .
   Google Scholar
• Birkinshaw , J. & Hood , N. ( 1998 ). Multinational Corporate Evolution and Subsidiary Development . London : Macmillan .
   Google Scholar
• Birkinshaw , J. & Hood , N. ( 2000 ). Characteristics of foreign subsidiaries in industry clusters . Journal of International Business Studies , 31 ( 1 ), 141 – 154 .
   Web of Science ®Google Scholar
• Birkinshaw , J. , Hood , N. , & Jonsson , S. ( 1998 ). Building firm-specific advantages in multinational corporations: The role of subsidiary initiative . Strategic Management Journal , 19 , 221 – 241 .
   Web of Science ®Google Scholar
• Birkinshaw , J. , Hood , N. , & Young , S. ( 2005 ). Subsidiary entrepreneurship, internal and external competitive forces and subsidiary performance . International Business Review , 14 ( 2 ), 227 – 248 .
   Web of Science ®Google Scholar
• Birkinshaw , J. & Morrison , A. ( 1995 ). Configurations of strategy and structure in subsidiaries of multinational firms . Journal of International Business Studies , 26 ( 4 ), 729 – 753 .
   Web of Science ®Google Scholar
• Birkinshaw , J. , Toulan , O. , & Arnold , D. ( 2001 ). Global account management in multinational corporations: Theory and evidence . Journal of International Business Studies , 32 ( 2 ), 321 – 348 .
   Google Scholar
• Björkman , A. ( 2003 ). Subsidiary Power and Autonomy . Paper presented at the 29th Annual European and International Business Academy (EIBA) Conference , Copenhagen , Denmark , December 11–13 .
   Google Scholar
• Brock , D. ( 2003 ). Autonomy of individuals and organizations: Towards a strategy research agenda . International Journal of Business and Economics , 2 ( 1 ), 57 – 73 .
   Google Scholar
• Brock , D. & Birkinshaw , J. ( 2004 ). Multinational strategy and structure: A review and research agenda . Management International Review , Special Issue , 1 , 5 – 14 .
   Google Scholar
• Brockhoff , K. ( 1998 ). Internationalization of Research and Development . Berlin : Springer .
   Google Scholar
• Buckley , P. & Casson , M. ( 1976 ). The Future of Multinational Enterprise . London : Macmillan .
   Google Scholar
• Burgelman , R. A. (1983). A model of the interaction of strategic behavior, corporate context and the concept of strategy. Academy of Management Review , 8, 61–70.
   Web of Science ®Google Scholar
• Cantwell , J. ( 1995 ). The globalization of technology: What remains of the product cycle . Cambridge Journal of Economics , 19 , 155 – 174 .
   Web of Science ®Google Scholar
• Collis , D. , Young , D. , & Goold , M. ( 2007 ). The size, structure and performance of corporate headquarters . Strategic Management Journal , 28 ( 4 ), 383 – 405 .
   Web of Science ®Google Scholar
• David , F. R. ( 2005 ). Strategic Management: Concepts and Cases . New Jersey : Pearson Prentice Hall .
   Google Scholar
• D'Cruz , J. ( 1986 ). Strategic Management of Subsidiaries . In Etemad , H. & Seguin-Dulude , I. (Eds.), Managing the Multinational Subsidiary (pp. 75 – 89 ). London : Croom Helm .
   Google Scholar
• Delany , E. ( 1998 ). Strategic Development of Multinational Subsidiaries in Ireland . In Birkinshaw , J. & Hood , N. (Eds.), Multinational Corporate Evolution and Subsidiary Development (pp. 239 – 248 ). New York : St Martin Press .
   Google Scholar
• Delany , E. ( 2000 ). Strategic development of the multinational subsidiary through subsidiary initiative-taking . Long Range Planning , 33 , 220 – 244 .
   Web of Science ®Google Scholar
• Deninney , T. M. , Mingley , D. F. , & Venaik , S. ( 2000 ). The optimal performance of the global firm: Formalizing and extending the integration-responsiveness framework . Organization Science , 11 ( 6 ), 677 – 691 .
   Google Scholar
• Dörrenbächer , C. & Gammelgaard , J. ( 2004 ). Subsidiary Upgrading? Strategic Inertia in the Development of German-owned Subsidiaries in Hungary , Copenhagen Business School, CKG Working Paper, no. 8 .
   Google Scholar
• Doz , Y. ( 1986 ). Strategic Management in Multinational Companies . Oxford , UK : Pergamon Press .
   Google Scholar
• Doz , Y. , Bartlett , C. A. & Prahalad , C. K. ( 1981 ). Global competitive pressures and host country demands . California Management Review , 23 ( 3 ), 63 – 74 .
   Web of Science ®Google Scholar
• Doz , Y. & Prahalad , C. K. ( 1991 ). Managing DMNCs: A search for a new paradigm . Strategic Management Journal , 12 , 145 – 164 .
   Web of Science ®Google Scholar
• Doz , Y. , Santos , J. , & Williamson , P. ( 2001 ). From Global to Metanational: How Companies Win in the Global Economy . Boston , MA : Harvard Business School Press .
   Google Scholar
• Edwards , R. , Ahmand A. , & Moss , S. ( 2002 ). Subsidiary autonomy: The case of multinational subsidiaries in Malaysia . Journal of International Business Studies , 33 ( 1 ), 183 – 191 .
   Web of Science ®Google Scholar
• Feinberg , S. E. ( 2000 ). Do World product mandates really matter? Journal of International Business Studies , 31 ( 1 ), 155 – 167 .
   Web of Science ®Google Scholar
• Foss , N. & Pedersen , T. ( 2004 ). Organizing knowledge processes in the multinational corporation: An introduction . Journal of International Business Studies , 35 ( 5 ), 340 – 350 .
   Web of Science ®Google Scholar
• Furu , P. ( 2001 ). Drivers of competence development in different types of multinational R&D subsidiaries . Scandinavian Journal of sManagement , 17 ( 1 ), 133 – 149 .
   Google Scholar
• Garnier , G. H. ( 1982 ). Context and decision-making autonomy in the foreign affiliates of U. S. multinational corporations . Academy of Management Journal , 25 ( 4 ), 893 – 908 .
   Web of Science ®Google Scholar
• Ghoshal , S. & Gratton , L. (2002). Integrating the enterprise. Sloan Management Review , 44(1), 31–38.
   Google Scholar
• Ghoshal , S. & Nohria , N. ( 1989 ). International differentiation within multinational corporations . Strategic Management Journal , 10 ( 4 ), 323 – 337 .
   Web of Science ®Google Scholar
• Ghoshal , S. & Nohria , N. ( 1997 ). The Differentiated MNC: Organizing Multinational Corporation for Value Creation . San Francisco : Jossey Bass Publications .
   Google Scholar
• Gupta , A. K. & Govindarajan , V. ( 1991 ). Knowledge flows and the structure of control within multinational corporations . Academy of Management Review , 16 ( 4 ), 768 – 792 .
   Web of Science ®Google Scholar
• Harzing , A. W. ( 1999 ). Managing the Multinationals: An International Study of Control Mechanisms . Cheltenham , Northampton , U.K. : Edward Elgar .
   Google Scholar
• Harzing , A. W. ( 2000 ). An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational companies . Journal of International Business Studies , 31 ( 1 ), 101 – 120 .
   Web of Science ®Google Scholar
• Hedlund , G. ( 1986 ). The hypermodern MNC: A Heterarchy? . Human Resource Management , 25 , 9 – 35 .
   Web of Science ®Google Scholar
• Hedlund , G. ( 1993 ). Assumptions of Hierarchy and Heterarchy with Applications to the Management of the Multinational Corporation . In Ghoshal , S. & Westney , E. (Eds.), Organisation Theory and the Multinational Corporation (pp. 211 – 236 ). London : Macmillan .
   Google Scholar
• Hennart , J. F. ( 1982 ). A Theory of Multinational Enterprise . Ann Arbor : University of Michigan Press .
   Google Scholar
• Hillman , A. J. & Wan , W. P. ( 2005 ). The determinants of MNE subsidiaries' political strategies: Evidence of institutional duality . Journal of International Business Studies , 36 ( 3 ), 322 – 340 .
   Web of Science ®Google Scholar
• Hogenbirk , A. E. & van Kranenburg , H. L. ( 2006 ). Roles of foreign-owned subsidiaries in a small economy . International Business Review , 15 , 53 – 67 .
   Web of Science ®Google Scholar
• Hood , N. & Young , S. ( 1982 ). Multinational R&D . Multinational Business , 2 , 10 – 23 .
   Google Scholar
• Hood , N. & Young , S. ( 1988 ). Inward Investment and the EC: UK Evidence on Corporate Integration Strategies . In Dunning , J. H. & Robson , P. (Eds.), Multinationals and the European Community (pp. 91 – 104 ). Oxford , U.K. : Blackwell .
   Google Scholar
• Hood , N. , Young , S. , & Lal , D. ( 1994 ). Strategic evolution within Japanese manufacturing plants in Europe: UK evidence . International Business Review , 3 ( 2 ), 97 – 122 .
   Google Scholar
• Hurdley , L. & Hood , N. ( 2001 ). Subsidiary Strategy and Regional Economic Impact . In Hughes , M. & Taggart , J. H. (Eds.), International Business: European Dimensions (pp. 85 – 103 ). Basingstoke , U.K. : Palgrave .
   Google Scholar
• Jarillo , J. C. & Martinez , J. I. ( 1990 ). Different roles for subsidiaries: The case of multinational corporations in Spain . Strategic Management Journal , 11 , 501 – 512 .
   Web of Science ®Google Scholar
• Jaw , B. , Wang , C. , & Chen , Y. ( 2006 ). Knowledge flows and performance of multinational subsidiaries: The perspective of human capital . International Journal of Human Resource Management , 17 ( 2 ), 225 – 244 .
   Web of Science ®Google Scholar
• Johnson , J. H. (1995). An empirical analysis of the integration-responsiveness framework: U. S. construction equipment industry firms in global competition. Journal of International Business Studies , 26(3), 502–526.
   Google Scholar
• Kim , B. , Prescott , J. E. , & Kim , S. M. ( 2005 ). Differentiated governance of foreign subsidiaries in transnational corporations: An agency theory perspective . Journal of International Management , 11 , 43 – 66 .
   Google Scholar
• Kim , C. W. & Mauborgne , R. A. ( 1991 ). Implementing global strategies: The role of procedural justice . Strategic Management Journal , 12 , 125 – 143 .
   Web of Science ®Google Scholar
• Kim , C. W. & Mauborgne , R. A. ( 1993 ). Making global strategies work . Sloan Management Review , 34 ( 3 ), 11 – 27 .
   Google Scholar
• Kogut , B. & Zander , U. ( 1993 ). Knowledge of the firm and evolutionary theory of the multinational corporation . Journal of International Business Studies , 24 , 625 – 645 .
   Web of Science ®Google Scholar
• Kuemmerle , W. ( 1999 ). The drivers of foreign direct investment into research and development: An empirical investigation . Journal of International Business Studies , 30 ( 1 ), 1 – 24 .
   Web of Science ®Google Scholar
• Luo , Y. ( 2001 ). Determinants of local responsiveness: Perspectives from foreign subsidiaries in an emerging market . Journal of Management , 27 , 451 – 477 .
   Web of Science ®Google Scholar
• Mahnke , V. , Pedersen , T. , & Verzin , M. ( 2005 ). The Impact of Knowledge Management on MNC Subsidiary Performance: The Role of Absorptive Capacity . Paper presented at the Tenth DRUID Conference , Copenhagen .
   Google Scholar
• Malgnight , J. W. ( 1995 ). Globalization of an ethnocentric firm: An evolutionary perspective . Strategic Management Journal , 16 , 119 – 141 .
   Google Scholar
• Malnight , T. W. ( 2001 ). Emergent structural patterns within multinational corporations: Towards process based structures . Academy of Management Journal , 44 ( 6 ), 1187 – 1210 .
   Web of Science ®Google Scholar
• Manea , J. & Pearce , R. ( 2004 ). Industrial restructuring in European transition economies and TNCs investment motivations . Transnational Corporations , 13 , 7 – 27 .
   Google Scholar
• Manolopoulos , D. ( 2003 ). Effect of foreign direct investments (FDI) in Greek economic development: Some policy implications . Review of Decentralization Local Government and Regional Development , 34 , 76 – 85 .
   Google Scholar
• Manolopoulos , D. ( 2006 ). The Concept of autonomy in the subsidiary management research: A conceptual investigation . Journal of Transnational Management , 11 , 45 – 63 .
   Google Scholar
• Manolopoulos , D. , Papanastassiou , M. , & Pearce , R. ( 2005 ). Sources of technology for foreign operations: An empirical examination . International Business Review , 14 ( 3 ), 249 – 267 .
   Web of Science ®Google Scholar
• Mariotti , S. & Piscitello , L. ( 2001 ). Localized capabilities and the internationalization of manufacturing activities by SMEs . Entrepreneurship and Regional Development , 13 , 65 – 80 .
   Web of Science ®Google Scholar
• Moore , K. & Birkinshaw , J. ( 1998 ). Managing knowledge in global service firms: Centers of excellence . Academy of Management Executive , 12 ( 4 ), 81 – 92 .
   Google Scholar
• Mudambi , R. & Navarra , P. ( 2004 ). Is knowledge power? knowledge flows, subsidiary power and rent seeking within MNCs . Journal of International Business Studies , 35 ( 5 ), 385 – 406 .
   Web of Science ®Google Scholar
• Papanastassiou , M. & Pearce , R. (1994). Determinants of the market strategies of U. S. companies. Journal of the Economics of Business , 2, 199–217.
   Google Scholar
• Papanastassiou , M. & Pearce , R. ( 1999 ). Multinationals, Technology and National Competitiveness . Cheltenham , Northampton , U.K. : Edward Elgar .
   Google Scholar
• Paterson , S. L. & Brock , D. M. ( 2002 ). The development of subsidiary-management research: Review and theoretical analysis . International Business Review , 11 ( 2 ), 139 – 163 .
   Google Scholar
• Pearce , R. ( 2006 ). Globalization and development: An international business strategy approach . Transnational Corporations , 15 ( 1 ), 39 – 74 .
   Google Scholar
• Pearce , R. ( 1994 ). The internationalization of research and development by multinational enterprises and the transfer sciences . Empirica , 21 , 297 – 311 .
   Google Scholar
• Pearce , R. & Papanastassiou , M. ( 1994 ). The internationalization of research and development by japanese enterprises . R&D Management , 24 ( 2 ), 155 – 165 .
   Web of Science ®Google Scholar
• Pearce , R. & Papanastassiou , M. ( 1996 ). The Technological Competitiveness of Japanese Multinationals: European Dimensions . Ann Arbor , MI : University of Michigan Press .
   Google Scholar
• Pearce , R. D. & Tavares , A. T. ( 2000 ). Emerging trading blocs and their impact on the strategic evolution of multinationals . Managerial Finance , 23 ( 1 ), 26 – 40 .
   Google Scholar
• Picard , J. ( 1980 ). Organizational structures and integrative devices in european multinational corporations . Columbia Journal of World Business , Spring , 30 – 35 .
   Google Scholar
• Pont , C. G. & Noboa , F. ( 2003 ). Fighting for Power: The Strategy of Global MNC Subsidiaries . IESE Business School Working Paper, no. 489 , University of Navarra , Spain .
   Google Scholar
• Prahalad , C. & Doz , Y. ( 1981 ). An approach to strategic control in MNCs . Sloan Management Review , 22 ( 4 ), 5 – 14 .
   Google Scholar
• Prahalad , C. K. & Doz , Y. ( 1987 ). The Multinational Mission: Balancing Local Demands and Global Vision . New York : Free Press .
   Google Scholar
• Randoy , T. & Li , J. ( 1998 ). Global Resource Flows and MNE Network Integration . In Birkinshaw , J. & Hood , N. (Eds.), Multinational Corporate Evolution and Subsidiary Development (pp. 77 – 85 ). London : Macmillan .
   Google Scholar
• Rosenzweig , P. & Singh , J. ( 1991 ). Organizational Environments and the Multinational Enterprise . Academy of Management Review , 16 ( 2 ), 340 – 361 .
   Web of Science ®Google Scholar
• Roth , K. & Morrison , A. J. ( 1990 ). An Empirical analysis of the integration-responsiveness framework in global industries . Journal of International Business Studies , 21 ( 4 ), 541 – 564 .
   Web of Science ®Google Scholar
• Roth , K. & O'Donnell , S. ( 1996 ). Foreign subsidiary compensation strategy: An agent theory perspective . Academy of Management Journal , 39 , 678 – 703 .
   Web of Science ®Google Scholar
• Rugman , A. M. & D'Cruz , J. R. ( 2000 ). Multinationals as Flagship Firms: Regional Business Networks . Oxford , U.K. : Oxford University Press .
   Google Scholar
• Taggart , J. H. ( 1996a ). Multinational manufacturing subsidiaries in Scotland: Strategic role and economic impact . International Business Review , 5 ( 5 ), 447 – 468 .
   Google Scholar
• Taggart , J. H. ( 1996b ). Evolution of multinational strategy: Evidence from scottish manufacturing subsidiaries . Journal of Marketing Management , 12 , 535 – 549 .
   Google Scholar
• Taggart , J. H. (1997a). Autonomy and procedural justice: A framework for evaluating subsidiary strategy. Journal of International Business Studies , 28(1), 51–76.
   Web of Science ®Google Scholar
• Taggart , J. H. ( 1997b ). Mapping Stability and Evolution of Subsidiary Strategy in the Integration Responsiveness Framework . In Buckley , P. J. , Chapman , M. , Clegg , J. , & Cross , A. R. (Eds.), The Organization of International Business (pp. 1 – 30 ). Proceedings of the 1997 Annual Conference, Academy of International Business, Leeds, U. K.
   Google Scholar
• Taggart , J. H. ( 1997c ). An evaluation of the integration responsiveness framework: MNC manufacturing subsidiaries in the U.K . Management International Review , 37 ( 4 ), 295 – 318 .
   Google Scholar
• Taggart , J. H. ( 1998 ). Strategy shifts in MNC subsidiaries . Strategic Management Journal , 19 , 663 – 681 .
   Web of Science ®Google Scholar
• Taggart , J. H. ( 2001 ). Differentiating MNC strategy at the subsidiary level . In Taggart , J. H. & Hughes , M. D. (Eds.), International Business: European Dimensions . Basingstoke , U.K. : Palgrave .
   Google Scholar
• Taggart , J. H. & Hood , N. ( 1999 ). Determinants of autonomy in multinational corporation subsidiares . European Management Journal , 17 , 226 – 236 .
   Google Scholar
• Tseng , C. H. , Fong , C. M. , & Su , K. H. ( 2004 ). The determinants of MNC subsidiary initiatives implications for small business . International Journal of Globalization and Small Business , 1 ( 1 ), 92 – 114 .
   Google Scholar
• Vachani , S. ( 1999 ). Global diversification's effect on multinational subsidiaries' autonomy . International Business Review , 8 , 535 – 560 .
   Google Scholar
• White R. & Poynter , T. ( 1984 ). Strategies for foreign-owned subsidiaries in Canada . Business Quarterly , 48 , 59 – 69 .
   Google Scholar
• Young , S. , Hood , N. , & Dunlop , S. ( 1988 ). Global strategies, multinational subsidiary roles and economic impact in Scotland , Regional Studies , 22 , 487 – 497 .
   Web of Science ®Google Scholar
• Young , S. & Tavares , A. T. ( 2004 ). Centralization and Autonomy: Back to the future . International Business Review , 13 ( 2 ), 215 – 237 .
   Google Scholar