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Purpose of the paper: We aim at contributing to the current controversial discussion on the vicious circle of subsidiary isolation. Therefore, we (1) strive for a better understanding of the different stages of initiative undertaking and (2) investigate how subsidiaries can make use of this process to attract HQ attention and break out of isolation. Methodology: Building on Schmid et al.'s (2014) process model of subsidiary initiative development, we adopt a meta-synthesis as our research strategy and combine and interpret the findings from a set of systematically chosen case studies. Results: Our findings suggest that the impact of subsidiary characteristics varies considerably over time during the process. For the case of isolated subsidiaries, we adapt Schmid et al.'s (2014) process model and show how an isolated subsidiary can attract HQ attention due to subsidiary initiative taking at the subsidiary level. Research limitations: The included case studies have not been conducted to answer our research questions and our search strategy may have excluded further relevant studies. Practical implications: While managers of less-embedded subsidiaries should be aware of possible HQ resistance and show persistence over time, HQ managers should use HQ monitoring and reporting to detect silent, but motivated subsidiaries. Further, HQ managers are challenged to balance their (positive) attention towards subsidiaries. Originality of the paper: The paper is original in its use of a meta-synthesis that enables a more holistic and finer-grained understanding of subsidiary initiative processes and draws the attention to aspects that are underrepresented in the current body of subsidiary initiative research.

Regional and local value creation is seen as one solution for reducing the environmental impact of the agrifood system. The point of reference for this research is the powerless position of small actors in agri-food chains. This paper gives insights into the motivation of small-scale producers in developed countries to exit national and export markets and to opt for a sustainability orientation. Specifically, we explore how the powerlessness of small actors in global value chains may fuel the formation of regional and local value chains. Through a regional case study, we map the dairy value system and identify three different value chain structures in the Northern German dairy industry. Then, we illustrate how some small (organic) raw milk producers have changed their position in the value chain and bargaining strength by following different upgrading strategies. Their increase in bargaining power comes with efficiency losses and An earlier version of this paper with preliminary findings and a broader approach has been accepted for presentation at the ANZAM 2021 conference held in December 2021 in Perth/Australia under the title "Small, sustainable but powerful-On the transformation of value chains in the dairy industry in Northern Germany". Thanks go to the coauthors of that version, Luisa Klomburg and Hanna Siebke, for their contributions. A further developed version has been accepted for presentation at the Nordic Workshop on Interorganizational Research held in April 2022 in Kolding/ Denmark. Thanks go to the workshop participants for their constructive feedback.