The authors investigate organizational conditions influencing the allocation of decision rights made by headquarters of multinational corporations (MNCs) to their foreign R&D subsidiaries. The authors draw on the logic of management control theory to build their conceptual model and then develop this model using arguments from the R&D and time use literatures in order to test the direct and indirect effects of advanced R&D processes within the subsidiary. They find that control theory makes correct predictions in terms of three organizational conditions, namely, research nature, information asymmetry, and interdependencies, but not in terms of social controls. In addition, the authors uncover a significant interaction between research nature and advanced R&D processes that indicates a breakdown in control logic in situations of high time pressure and intense R&D effort. Their study extends the body of literature on organizational conditions that influence how R&D decision rights are allocated in the MNC by drawing attention to the task environment in the locations where R&D is performed.

PurposeThe purpose of this paper is to investigate researchers' operationalization of the construct of embedment of overseas R&D subsidiaries.Design/methodology/approachFirst, the paper provides a systematic literature review of subsidiary embedment research. Second, it draws on resource dependence theory (RDT) and argues how embedment of overseas R&D subsidiaries should be treated as a more multi‐faceted and complex phenomenon than has been apparent in the literature to date.FindingsThe authors find a large variation in the operationalization of embedment (e.g. frequency of communication versus depth of integration versus direction of communication). They also find scant attention to the nature of differences between external actors (types of actors, including local and international). These represent weaknesses that inhibit the advancement of theory and policy within the context of the globalization of innovation.Research limitations/implicationsResearchers should treat R&D subsidiary embedment as a multi‐level phenomenon consisting of resource‐dependence interactions between collective entities internal and external to the subsidiary. R&D subsidiary embedment research design can be improved by being: formative; multiple‐actor; bi‐directional; and longitudinal.Practical implicationsManagers should treat external R&D subsidiary embedment as pattern of resource dependencies in which the actors that matter most to R&D subsidiary performance are a function of the importance and availability of the innovation‐specific resources they contain. This involves building a capability in multi‐level networking with R&D resource providers in the external environment.Originality/valueThe contribution of the current paper is to provide a critical evaluation of scholarly treatment of the construct of R&D subsidiary embedment, and to develop a foundation for operationalizing and analyzing the external embedment of R&D subsidiaries.

Mit w-fFORTE Innovatorinnen strebt das Bundesministerium für Digitalisierung und Wirtschaftsstandort (BMDW) an, Frauen in standortrelevanter Forschung und Innovation (F&I) gezielt zu unterstützen und sichtbar zu machen. Hochqualifizierte Frauen werden darin bestärkt, ihre Ideen zu entfalten, neue Netzwerk-Kontakte aufzubauen und zu mehr Gestaltungsspielräumen und beruflicher Weiterentwicklung zu gelangen. Die FFG hat dafür im Zeitraum 2018-2019 in enger Zusammenarbeit mit dem BMDW ein innovatives Leadership- & Empowerment-Programm entwickelt. Der erste Durchgang fand als Pilot von Juni 2020 bis April 2021 mit insgesamt 21 Innovatorinnen statt, die von einer Jury aus einer Vielzahl von Bewerberinnen ausgewählt wurden. Während der Pilot-Laufzeit wurde eine begleitende Erhebung durch WPZ Research durchgeführt. Ziel war es, die Wirksamkeit des Pilots zu prüfen und Evidenzen für eine mögliche Weiterführung der Aktivitäten zu erhalten.

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