Parenting in Complex Structures

Goold, Michael; Campbell, Andrew

doi:10.1016/s0024-6301(02)00052-3

Cited by 95 publications

(110 citation statements)

References 3 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…It is important to note that generic answers claiming that lean management styles and a general principle of non-interference of corporate headquarters in divisional affairs seems inappropriate. On the contrary, our findings mirror recent calls for more ''active'' headquarters where it is argued that headquarters need to get a better ''feel'' for their subsidiaries' operations in order to be able to add value (Goold and Campbell 2002).…”

Section: Discussionsupporting

confidence: 73%

“…Put differently, current research largely disregards nested headquarters structures within large firms and the fact that subsidiaries might experience involvement in its activities by more than just one headquarters unit (Hoenen and Kostova 2015). Such multiple interaction patterns between one subsidiary and several types of headquarters would reflect complex parenting situations which are covered in extant literature only to a very limited extent (see Goold and Campbell 2002).…”

Section: Parenting In the Multibusiness Firmmentioning

confidence: 99%

“…Goold and Campbell (2002) are among the first to highlight that parenting in complex organizations usually goes hand in hand with a more complex structure of parenting itself. For example, in complex organizations, parenting activities are often allocated to several headquarters (Alfoldi et al 2012;Birkinshaw et al 2006;Nell et al 2017) or even to subsidiaries (e.g., Centers of Excellence, cf., Frost et al 2002).…”

Section: Introductionmentioning

confidence: 99%

“…Birkinshaw et al 2006;Foss et al 2012;Galbraith 2009;Kostova et al 2016;Poppo 2003). This literature predicts that dual headquarters involvement is unlikely to occur since it is costly and draws on the scarce resources and attention of headquarters staff Nell et al 2011;Poppo 2003), since it runs counter the traditional M-form logic (Chandler 1991;Verbeke and Kenworthy 2008;Williamson 1975), and because it increases the likelihood of conflicts and coordination problems (Goold and Campbell 2002;Gong et al 2007). Yet, we highlight circumstances under which we can expect to observe overlapping headquarters' involvement.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Beyond Simple Configurations: The Dual Involvement of Divisional and Corporate Headquarters in Subsidiary Innovation Activities in Multibusiness Firms

et al. 2017

View full text Add to dashboard Cite

We investigate ''dual headquarters involvement'', i.e., corporate and divisional headquarters' simultaneous involvement in innovation development projects hosted by subsidiaries of multibusiness firms. Drawing on selective hierarchical involvement theory and the literature on subsidiary network embeddedness, we analyze 83 innovation projects in 22 multibusiness firms and find that the number of partners in the projects, rather than subsidiary intra-and inter-divisional embeddedness acts as a driver of dual headquarters involvement. We do however find that intra-and inter-divisional embeddedness is positively related to dual headquarters involvement when the number of partners in the innovation project is relatively large. These results lend support to the idea that parenting in complex organizations entail complex headquarters structures. Our results suggest that we need to go beyond simple conceptualizations of headquarters and that considering different dimensions of the innovating subsidiary's network helps in explaining dual headquarters involvement.

show abstract

Section: Discussionsupporting

confidence: 73%

Section: Parenting In the Multibusiness Firmmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Beyond Simple Configurations: The Dual Involvement of Divisional and Corporate Headquarters in Subsidiary Innovation Activities in Multibusiness Firms

et al. 2017

View full text Add to dashboard Cite

show abstract

“…Goold dan Campbell (2002) memaparkan bahwa perusahaan multibisnis adalah perusahaan yang memiliki dan mengelola banyak perusahaan dalam berbagai macam bisnis. Dalam perjalanannya perusahaan multibisnis berusaha terus bertumbuh, menciptakan nilai yang semakin besar dan lebih tinggi dibandingkan biaya dan investasi yang dikeluarkan untuk beroperasi (Basu 2010;Landau dan Bock 2013).…”

Section: Pendahuluanunclassified

Kesesuaian Pengasuhan Perusahaan Multibisnis: Studi Kasus Kelompok Bisnis “Media Group”

Munir¹

2017

jeb

View full text Add to dashboard Cite

ABSTRAKSasaran perusahaan multibisnis adalah menciptakan nilai lebih dari sekedar penjumlahan nilai yang diciptakan seluruh unit-unit bisnis stratejik. Kreasi nilai di perusahaan multibisnis dapat dicapai melalui "pengasuhan" dari perusahaan induk. Studi terdahulu menunjukkan, semakin sesuai pengasuhan perusahaan induk dengan kebutuhan perusahaan anak, semakin besar nilai yang diciptakan. Oleh sebab itu dilakukan penelitian yang bertujuan untuk menentukan kesesuaian pengasuhan antara perusahaan induk dan perusahaan-perusahaan anak. Penelitian dilakukan di perusahaan multibisnis, "Media Group" (MG) yang bergerak di bidang media. Penelitian ini adalah penelitian kualitatif terapan yang menggunakan pendekatan studi kasus. Data primer diperoleh terutama melalui wawancara dengan direksi perusahaan induk dan perusahaan-perusahaan anak. Data sekunder diperoleh melalui kajian dokumen internal perusahaan dan informasi dari lingkungan eksternal perusahaan. Hasil penelitian dikelompokkan dalam empat kategori, yaitu karakteristik perusahaan induk, faktor sukses kritis perusahaan-perusahaan anak, peluang-peluang pengasuhan,

show abstract

Between a rock and a hard place: The consequences of complex headquarters configurations for subsidiary R&D activities

Gillmore

Andersson

Dellestrand

2022

Global Strategy Journal

View full text Add to dashboard Cite

Research summary Challenges related to the complexity of overlapping multiple partner headquarters configurations, the resulting power and political tensions between headquarters, and the consequent effects of multiple interventions in subsidiary value‐creating activities remain an understudied phenomenon. We present a rich case study of how complex overlapping headquarters configurations develop. Then, we present the processes underlying power and political tensions that lead to parenting disadvantages between partner headquarters. We find that multiple and simultaneous headquarters interventions place the subsidiary between a rock and a hard place, as it becomes subject to conflicting headquarters voices. We contribute to the literature on parenting in multinational enterprises through an increased understanding of overlapping headquarters configurations and the power and political tensions between headquarters configurations that stimulate interventions in subsidiary R&D mandates. Managerial summary Multinational enterprises are exposed to a plethora of complex challenges. To meet these challenges, the organizational structure often becomes complex. We focus on the causes and consequences of complex headquarters structures, that is, operating with multiple partner headquarters, within multinational enterprises in relation to the allocation and reallocation of subsidiary R&D mandates. We observe that headquarters interventions are driven by expectations and assigned roles to manage the multinational enterprise. Being aware of what partner headquarters are doing, that is, possessing system knowledge, can prevent redundant involvement by and competition between headquarters. Our findings indicate that if headquarters' knowledge of the system is low, this may cause the emergence of conflicting headquarters voices and considerable frustration among subsidiary managers.

show abstract

Parenting in Complex Structures

Cited by 95 publications

References 3 publications

Beyond Simple Configurations: The Dual Involvement of Divisional and Corporate Headquarters in Subsidiary Innovation Activities in Multibusiness Firms

Beyond Simple Configurations: The Dual Involvement of Divisional and Corporate Headquarters in Subsidiary Innovation Activities in Multibusiness Firms

Kesesuaian Pengasuhan Perusahaan Multibisnis: Studi Kasus Kelompok Bisnis “Media Group”

Between a rock and a hard place: The consequences of complex headquarters configurations for subsidiary R&D activities

Contact Info

Product

Resources

About