Marketing home and away: perceptions of managers in headquarters and subsidiaries

Chan, Chi-Fai; Holbert, Neil Bruce

doi:10.1016/s1090-9516(01)00052-9

Cited by 7 publications

(4 citation statements)

References 22 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…this reveals that the institutionalisation should create more internal inconsistency and thus should lead to diversity among affiliates within an MNE rather than similarity, as predicted by isomorphism (Chan and holbert 2001). Unlike implementation, which only requires to nominally introducing internal practices in the subsidiary, the internalisation requires the subsidiary to spend large amounts of energy.…”

Section: Discussionmentioning

confidence: 92%

Adoption of Practices by Subsidiaries and Institutional Interaction within Internationalised Small- and Medium-Sized Enterprises

Cheng¹,

Yu²

2012

Manag Int Rev

View full text Add to dashboard Cite

0 this study examines the "intra-organisational dynamics" of the adoption of internal practices by subsidiaries of internationalised small-and medium-sized enterprises (sMes) from the perspective of institutional theory. 0Based on a survey of 149 foreign subsidiaries of Taiwanese SMEs, the findings show that parent-firm executives of SMEs who are deeply involved in subsidiary operations will assess strong pressure from their home-country institution to adopt internal standard practices within a subsidiary. however, subsidiary executives of sMes who assess heavy pressure from the host-country institution will resist this adoption. 0 When executives of SME parent firms and subsidiaries concurrently assess high pressure but from opposing sources, creating a case of "institutional interaction" within sMes, the subsidiary will either partially adopt a limited but sufficient level of all internal practices or only adopt internal managerial practices while forgoing internal production practices.

show abstract

Section: Discussionmentioning

confidence: 92%

Adoption of Practices by Subsidiaries and Institutional Interaction within Internationalised Small- and Medium-Sized Enterprises

Cheng¹,

Yu²

2012

Manag Int Rev

View full text Add to dashboard Cite

show abstract

“…While activities may be to some extent decentralized, strategic and/or operational decisions regarding these activities are often more centralized (Chan & Holbert, 2001). Locating activities in specific countries is clearly a question of configuration, while centralizing or decentralizing decisions is a question of coordination.…”

Section: Discussionmentioning

confidence: 99%

“…Configuration, coordination and coordination performance of marketing activities may, however, be viewed differently by managers abroad. Including both perspectives in future research can give us additional insights and can also reveal whether perception gaps exist (Birkinshaw, Holm, Thilenius, & Arvidsson, 2000;Chan & Holbert, 2001). …”

Section: Implications For Future Researchmentioning

confidence: 99%

Configuration and coordination of international marketing activities

Schmid

Grosche

Mayrhofer

2016

International Business Review

View full text Add to dashboard Cite

“…To achieve a balanced relationship, headquarters make decisions on the basis of an understanding of the cultural needs, organizational situations, and a shared organizational global vision, core values, and cultural principles by headquarters and subsidiary managers (Rodrigues, 1995). However, there are usually differences in the perceptions by headquarters (HQ) managers of western MNEs and their subsidiaries in a transforming economy, which can lead to poor relationships, conflicts, and ineffective relationships (Chan & Holbert, 2001). Toth, Peters, Pressey, and Johnston (2018) discuss structural, emotional, and behavioural tensions that arise during the implementation of large projects as causes of conflicts and poor relationships within MNEs.…”

Section: Literature Reviewmentioning

confidence: 99%

The Role of MNE Subsidiaries in the Practice of Global Business Models in Transforming Economies

et al. 2021

View full text Add to dashboard Cite

This study provides new insights into the role of subsidiary managers in the practice of global business models of multinational enterprises in transforming economies. Drawing on the global business model literature and through semi-structured interviews with a leading Norwegian maritime multinational enterprise in China, we have developed and critically explored a theoretical framework for uncovering how subsidiary managers understand and manage the tensions between the headquarters based in a western country and the subsidiaries based in a transforming economy. More specifically, when implementing the global business model in the transforming economy, subsidiary managers need to undertake effective management of structural, behavioural, and cultural tensions along with the global integration-local responsiveness dilemma. Subsidiary managers can contribute to solving structural tensions between the headquarters and subsidiary by undertaking effective market sensing and knowledge transfer activities to integrate the transforming economies into the MNE's global production networks. Meanwhile, they need to make effective relationship management to solve behavioural and cultural tensions.

show abstract

Marketing home and away: perceptions of managers in headquarters and subsidiaries

Cited by 7 publications

References 22 publications

Adoption of Practices by Subsidiaries and Institutional Interaction within Internationalised Small- and Medium-Sized Enterprises

Adoption of Practices by Subsidiaries and Institutional Interaction within Internationalised Small- and Medium-Sized Enterprises

Configuration and coordination of international marketing activities

The Role of MNE Subsidiaries in the Practice of Global Business Models in Transforming Economies

Contact Info

Product

Resources

About