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Article: An organizing framework for MNC subsidiary typologies

TitleAn organizing framework for MNC subsidiary typologies
Authors
KeywordsMultinational firm strategy
Subsidiary typologies
Issue Date2007
PublisherSpringer Gabler. The Journal's web site is located at http://www.mir-online.de
Citation
Management International Review, 2007, v. 47 n. 6, p. 895-924 How to Cite?
AbstractExisting multinational subsidiary typologies tend to be derived from strategy types, rather than from examining the subsidiaries themselves. However, there seems to be limited convergence of results. We propose a four-dimensional subsidiary framework to understanding the national subsidiary based on the subsidiary's roles in capability creation and capability utilization within the multinational firm as well as the geographic scope and product scope over which the subsidiary has influence. The paper shows that this approach, grounded in the basic strategic choices of market and activity scope at the subsidiary level, allows for an organization and unification of earlier conceptualizations of the national subsidiary in a way that lower dimensionality frameworks cannot. The resulting typology provides a rich set of possibilities for further theoretical and empirical development. © Gabler Verlag 2007.
Persistent Identifierhttp://hdl.handle.net/10722/85753
ISSN
2015 Impact Factor: 1.076
2015 SCImago Journal Rankings: 0.803
References

 

DC FieldValueLanguage
dc.contributor.authorEnright, MJen_HK
dc.contributor.authorSubramanian, Ven_HK
dc.date.accessioned2010-09-06T09:08:51Z-
dc.date.available2010-09-06T09:08:51Z-
dc.date.issued2007en_HK
dc.identifier.citationManagement International Review, 2007, v. 47 n. 6, p. 895-924en_HK
dc.identifier.issn0938-8249en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85753-
dc.description.abstractExisting multinational subsidiary typologies tend to be derived from strategy types, rather than from examining the subsidiaries themselves. However, there seems to be limited convergence of results. We propose a four-dimensional subsidiary framework to understanding the national subsidiary based on the subsidiary's roles in capability creation and capability utilization within the multinational firm as well as the geographic scope and product scope over which the subsidiary has influence. The paper shows that this approach, grounded in the basic strategic choices of market and activity scope at the subsidiary level, allows for an organization and unification of earlier conceptualizations of the national subsidiary in a way that lower dimensionality frameworks cannot. The resulting typology provides a rich set of possibilities for further theoretical and empirical development. © Gabler Verlag 2007.en_HK
dc.languageengen_HK
dc.publisherSpringer Gabler. The Journal's web site is located at http://www.mir-online.deen_HK
dc.relation.ispartofManagement International Reviewen_HK
dc.rightsThe original publication is available at www.springerlink.com-
dc.subjectMultinational firm strategyen_HK
dc.subjectSubsidiary typologiesen_HK
dc.titleAn organizing framework for MNC subsidiary typologiesen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0938-8249&volume=&spage=&epage=&date=2007&atitle=An+Organizing+Framework+for+MNC+Subsidiary+Typologiesen_HK
dc.identifier.emailEnright, MJ: mjenrigh@hkucc.hku.hken_HK
dc.identifier.emailSubramanian, V: vsubrama@business.hku.hken_HK
dc.identifier.authorityEnright, MJ=rp01059en_HK
dc.identifier.authoritySubramanian, V=rp01103en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1007/s11575-007-0057-6en_HK
dc.identifier.scopuseid_2-s2.0-38149044125en_HK
dc.identifier.hkuros141126en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-38149044125&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume47en_HK
dc.identifier.issue6en_HK
dc.identifier.spage895en_HK
dc.identifier.epage924en_HK
dc.publisher.placeGermanyen_HK
dc.identifier.scopusauthoridEnright, MJ=8606709000en_HK
dc.identifier.scopusauthoridSubramanian, V=36954597400en_HK
dc.identifier.citeulike4635028-
dc.customcontrol.immutablesml 140729-

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