Performance effects of MNC headquarters–subsidiary conflict and the role of boundary spanners: The case of headquarter initiative rejection

Knowledge connectivity: An agenda for innovation research in international business

“…The concerted working of pipelines and personal relationships is seen in the mobility of skilled personnel, including such practices as the hiring of experts from other companies (Song, Almeida, & Wu, 2003), intra-company transfers and even networking events facilitated by MNEs. A second example includes inter-firm and intra-firm boundary spanners, individuals who can facilitate relationships across disparate organizational or cultural groups (Schotter & Beamish, 2011). A third example (and one of increasing importance) is the phenomenon of global diasporas, that is, individuals who live outside of their perceived homeland but maintain a psychic link with it (Saxenian, 2006).…”

Technology, innovation and knowledge: The importance of ideas and international connectivity

“…Connectivity creates the conditions for softening some of the problems that arise when transferring knowledge, but boundary spanning recognizes that for such connectivity to be fruitful it also requires overcoming resistance of various forms (Schotter & Beamish, 2010).…”

The legitimacy of subsidiary issue selling: Balancing positive & negative attention from corporate headquarters

“…Individuals who spend more time at corporate offices can use this exposure to tap into networks of influence (Barsoux & Bouquet, 2013;Kostova & Roth, 2003) and create ties with key executive decision makers (Reiche, 2011;Taylor, 2007). These avenues provide opportunities for individuals to regularly interact with key corporate decision makers and identify with decision makers' preferences and values (Molloy & Delany, 1998;Schotter & Beamish, 2011;Vora et al 2007). …”