Regional location of multinational corporation subsidiaries and economic development contribution: Evidence from the UK

Dimitratos, Pavlos; Liouka, Ioanna; Young, Stephen

doi:10.1016/j.jwb.2008.05.007

Cited by 34 publications

(35 citation statements)

References 117 publications

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“…Age of the subsidiary (AGESUB, e.g. Fang, Frank, Makino and Beamish 2008;Dimitratos, Liouka and Young 2009) was measured using a three-point Likert scale capturing the number of years of subsidiary operations in Greece (1 ¼ recently established subsidiaries that had been operating in Greece since 1995, 2 ¼ well-established subsidiaries that had been operating in Greece between 1976 and 1994 and 3 ¼ old subsidiaries that had been operating in Greece before 1975). The study also controls for chief demographic employee characteristics.…”

Section: Statistical Methods and Measuresmentioning

confidence: 99%

An investigation into international assignment directions of R&D MNE employees: evidence from Greece

Manolopoulos

Dimitratos

Sapouna

2011

The International Journal of Human Resource Management

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In this study, we explore the effects of the roles of research and development (R&D) laboratories, roles of subsidiaries and level of technological intensity of the sector in which multinational enterprise (MNE) subsidiaries operate on international assignment directions of R&D employees. International assignments are an underinvestigated issue in the international human resource management literature despite its significant research and managerial importance. In particular, to the best of our knowledge, no prior research on international assignments of R&D employees has been undertaken and so the current study aims at filling this void in the literature. Based on a large quantitative research on MNE subsidiaries operating in Greece, the findings suggest that variables of the aforementioned categories of factors influence different international assignment directions, with roles of the R&D subsidiary exerting the most crucial effect. Researchers may examine the unexplored issue of R&D employee international assignments to a larger extent, while MNE management can particularly take into account the micro (laboratory) context of R&D international assignees when developing effective international human resource management programmes.

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Section: Statistical Methods and Measuresmentioning

confidence: 99%

An investigation into international assignment directions of R&D MNE employees: evidence from Greece

Manolopoulos

Dimitratos

Sapouna

2011

The International Journal of Human Resource Management

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“…), location‐specific advantages (Dimitratos et al . ; Rugman and Verbeke ) and subsidiary roles (Paterson and Brock ). In 19 further articles, not only antecedents, but also implementation of subsidiary initiatives are discussed, and an additional 22 papers include outcomes besides the antecedents, although quite often, the antecedents are also outcomes of the process.…”

Section: Structural Results Of the Literature Reviewmentioning

confidence: 99%

“…Another interesting outcome was investigated by Dimitratos et al . (), who found that subsidiaries can contribute to economic development of the host country as a result of the subsidiaries' presence and innovation activities as well as possible spillovers (Jindra et al . ).…”

Section: Stages Of the Subsidiary Initiative Processmentioning

confidence: 99%

Unravelling the Subsidiary Initiative Process: A Multilevel Approach

Strutzenberger

Ambos

2013

Int J Management Reviews

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Strategy‐making and entrepreneurial behaviour at the subsidiary level, in particular the phenomenon of subsidiary initiative, has received increasing research attention in recent years. In the fields of international business, strategy and entrepreneurship, several studies addressing aspects of this phenomenon have been conducted. They focused on different stages of the subsidiary initiative process, different theories and also different methodological levels. This puts subsidiary initiatives as a topic at the crossroads of several disciplines, so that theory‐building remains fragmented, and there is a lack of perspective capturing the complexity of the entire subsidiary initiative process. Based on a comprehensive literature review, this paper discusses theoretical concepts and streams of thinking that have contributed to our understanding of the subsidiary initiative process, and develops an organizing framework based on stages and levels of the subsidiary initiative process. In order to integrate theories across levels, the authors identify ‘aggregation’ theories that guide the emergence of initiatives from the individual up to the network level, and also acknowledge theories that link the micro–macro divide and may help in the development of a more holistic view of subsidiary initiatives.

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“…The internal and external network transactions are measured along two dimension (Dimitratos et al, 2009): intensity (i.e. the frequency of contacts with other entities) and extensity (i.e.…”

Section: Operationalisation and Measurement Of The Variablesmentioning

confidence: 99%

The Effects of Institutional Distance on Foreign-Owned Subsidiary Development: The Case of the Northwest of England

Dahms¹

2014

IJBM

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The purpose of this paper is to analyse the effects of institutional distance on foreign-owned subsidiary development. In particular, a distinction between direct and indirect effects of formal and informal institutional distance is proposed and empirically tested. Based on a bespoke census database of all known foreign-owned subsidiaries in the Northwest of England a postal survey has been conducted. The results indicate that informal institutional distance does have a pronounced negative effect on the level of intra-and inter-organisational relationships and decision-making autonomy in foreign-owned subsidiaries. The direct effect of formal institutional distance seems to be less relevant, however, it is becoming significant when the interaction between formal and informal institutional distance is considered. The specific contribution of this study lies in the systematic and comprehensive investigation of the formal and informal institutional distance between home and host country and their effects on subsidiary development. It is one of the first studies to provide a theoretically sound investigation, based on new institutional economics and internalisation theory, of the interaction between formal and informal institutional distance in the context of foreign-owned subsidiaries.

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Regional location of multinational corporation subsidiaries and economic development contribution: Evidence from the UK

Cited by 34 publications

References 117 publications

An investigation into international assignment directions of R&D MNE employees: evidence from Greece

An investigation into international assignment directions of R&D MNE employees: evidence from Greece

Unravelling the Subsidiary Initiative Process: A Multilevel Approach

The Effects of Institutional Distance on Foreign-Owned Subsidiary Development: The Case of the Northwest of England

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