MNE Entrepreneurial Capabilities at Intermediate Levels: The Roles of External Embeddedness and Heterogeneous Environments

Hoenen, Anne Kristin; Nell, Phillip Christopher; Ambos, Björn

doi:10.1016/j.lrp.2013.08.009

Cited by 45 publications

(45 citation statements)

References 67 publications

(122 reference statements)

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“…Over time, while the RHQ may still retain its mandate for markets which have a good fit with its capability to exploit context‐specific market knowledge (Hoenen et al, ), it is likely to lose its mandate for markets where its potential ACAP is insufficient. Furthermore, it may be unable to perform an integrative role for a cluster of subunits from highly differentiated markets.…”

Section: Literature Reviewmentioning

confidence: 99%

“…On the other hand, the fewer the markets in which the RHQ has subunits, the more limited and less versatile the stock of market knowledge it can draw upon. Fewer markets also provide fewer opportunities for exploitation, rendering the RHQ less able to exploit its existing market knowledge across the region (Hoenen et al, ). Furthermore, a narrow geographic scope limits the opportunities of the RHQ to exercise an integrative role because there is less potential for gaining synergies between subunits through e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Second, we contribute to the stream of research focusing specifically on RHQ (Ambos and Schlegelmilch, ; Enright, ; Freiling et al, ; Hoenen et al, ; Perry et al, ). We unbundle the factors influencing the relationship between RHQ and their mandated markets and add new insights into the explanatory mechanisms behind the fluidity of RHQ mandates, which has recently received increasing attention (Edgington and Hayter, ; Kähäri and Piekkari, ; Laamanen et al, ; Piekkari et al, ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Explaining Mandate Loss of Regional Headquarters: The Difference between Full and Partial Loss

Kähäri

Saittakari

Piekkari

et al. 2017

J Management Studies

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The fluidity of regional headquarters (RHQ) mandates is a core aspect of disaggregating HQ activities in MNCs. While 'slicing' of global value chains has received attention in previous research, the parallel disaggregation of management activities has not. Our longitudinal study of 374 RHQ between 1998 and 2010 redresses this omission by asking why RHQ lose their mandates. We apply the concept of absorptive capacity and find two different explanatory mechanisms for full and partial mandate loss driven by RHQ-specific capabilities and location-specific capabilities. Full mandate loss is associated with deficient RHQ-specific capabilities and realised absorptive capacity. By contrast, partial mandate loss is driven by an RHQ's lack of the location-specific capabilities to respond to local changes, leading to removal of mandates for some subunits only. The distinction between full and partial loss offers a more nuanced and granular explanation of how geographic regions of MNCs are composed.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Explaining Mandate Loss of Regional Headquarters: The Difference between Full and Partial Loss

Kähäri

Saittakari

Piekkari

et al. 2017

J Management Studies

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“…De hecho, Birkinshaw y Hood (2000) demostraron cómo un amplio alcance internacional era un antecedente para la inversión en clústeres de alta innovación. Las filiales con un alcance geográfico que va más allá de las fronteras del país de origen están acostumbradas a tratar la heterogeneidad del entorno (por ejemplo, diferencias en la dinámica competitiva, estructuras de mercado o canales de distribución) y están expuestas a diversas oportunidades que la casa matriz podría aprovechar para asignarles un rol de mayor valor añadido (Hoenen et al, 2014). Por lo tanto, proponemos la siguiente hipótesis:…”

Section: Competenciasunclassified

La expansión interregional en Iberoamérica: la creación de valor a través de filiales trampolín

Barber¹,

Villar²,

Botella³

2019

Revista ICE

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A TRAVÉS DE FILIALES TRAMPOLÍNRecientemente, desde el sector empresarial han surgido diferentes afirmaciones destacando el valor intangible que España podría ofrecer como «trampolín» en el proceso de expansión interregional de las multinacionales europeas hacia Latinoamérica. En este estudio dotamos de contenido teórico y empírico a esta realidad, ofreciendo una visión general de las características de las filiales trampolín mediante una muestra de 188 filiales localizadas en España. Con este trabajo pretendemos aportar directrices a la práctica empresarial que faciliten la legitimidad en sus inversiones en otras regiones, especialmente en países emergentes donde existe un mayor riesgo de pérdida de valor. Interregional expansion in Iberoamerica: value creation through springboard subsidiariesRecently, from the business sector different claims have emerged highlighting the intangible value that Spain could offer as a "springboard" in the process of interregional expansion of European multinationals towards Latin America. In this study we provide theoretical and empirical content to this reality, offering a general overview of the profile of the springboard subsidiary and its characteristics through a sample of 188 subsidiaries located in Spain. We provide guidance to business practice facilitating legitimacy in their investments in foreign regions, particularly in emerging countries where there is a greater risk of loss of value.Palabras clave: filial trampolín, multinacionales, Latinoamérica, expansión interregional, conocimiento experiencial.

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“…Despite the proliferation of research on multinational enterprise (MNE) regionalization (Arregle et al, ; Ghemawat, ; Kim and Aguilera, ; Rugman and Verbeke, ), few studies have examined the structural units that support regional MNE strategies. One important way in which MNEs adapt their structure to better support the regional component of their strategies is the disaggregation of select headquarters (HQ) functions to the regional level through the formation of regional management centers (RMCs) (Ambos and Schlegelmilch, ; Enright, ; Hoenen et al, ; Verbeke and Asmussen, ).…”

Section: Introductionmentioning

confidence: 99%

MNE Headquarters Disaggregation: The Formation Antecedents of Regional Management Centers

Schotter

Stallkamp

Pinkham

2017

J Management Studies

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This research examines region-bound headquarters disaggregation in multinational enterprises (MNEs). We link the formation of regional management centres -both dedicated regional headquarters (RHQs) and regional management mandates (RMMs) granted to operating subsidiaries -to the complexity argument underlying organizational information processing theory. We demonstrate how different dimensions of complexity associated with the number and dispersion of an MNE's subsidiary network in a focal region affect whether, and in which form, region-bound headquarters disaggregation takes place. Additionally, we consider boundary conditions affecting RMC formation based on within-region experience, global MNE footprint, and between-region effects. Empirically, we utilize a large global dataset of Japanese MNE foreign investments between 1992 and 2014, which allows us to perform event history analyses.

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MNE Entrepreneurial Capabilities at Intermediate Levels: The Roles of External Embeddedness and Heterogeneous Environments

Cited by 45 publications

References 67 publications

Explaining Mandate Loss of Regional Headquarters: The Difference between Full and Partial Loss

Explaining Mandate Loss of Regional Headquarters: The Difference between Full and Partial Loss

La expansión interregional en Iberoamérica: la creación de valor a través de filiales trampolín

MNE Headquarters Disaggregation: The Formation Antecedents of Regional Management Centers

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