Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance

Birkinshaw, Julian; Hood, Neil; Young, Stephen

doi:10.1016/j.ibusrev.2004.04.010

Cited by 294 publications

(227 citation statements)

References 17 publications

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“…In short, capabilities perspectives elevate the MNE's subsidiaries in that they can be seen to contribute to the competitive advantage of the MNE, as recognized by many, including Birkinshaw, Hood, and Young (2005). Learning and the development of signature processes and VRIN resources are seen to be subsidiary-specific.…”

Section: The Role Of Headquarters and The Subsidiary In Dynamic Capabmentioning

confidence: 99%

A dynamic capabilities-based entrepreneurial theory of the multinational enterprise

2014

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This paper develops a dynamic capabilities-based theory of the multinational enterprise (MNE). It first reviews scholarship on the MNE, with a focus on what has come to be known as "internalization" theory. One prong of this theory develops contractual/transaction cost-informed governance perspectives; and another develops technology transfer and capabilities perspectives. In this paper, it is suggested that the latter has been somewhat neglected. However, if fully integrated as part of a more complete approach, it can buttress transaction cost/governance issues and expand the range of phenomena that can be explained. In this more integrated framework, dynamic capabilities coupled with good strategy are seen as necessary to sustain superior enterprise performance, especially in fast-moving global environments. Entrepreneurial management and transformational leadership are incorporated into a capabilities theory of the MNE. The framework is then used to explain how strategy and dynamic capabilities together determine firm-level sustained competitive advantage in global environments. It is suggested that this framework complements contract-based perspectives on the MNE and can help integrate international management and international business perspectives.

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Section: The Role Of Headquarters and The Subsidiary In Dynamic Capabmentioning

confidence: 99%

A dynamic capabilities-based entrepreneurial theory of the multinational enterprise

2014

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“…Combining autonomy and the use of networks The allocation of autonomy mandates by MNCs between the various subsidiaries often involves competition in terms of the availability of managerial resources within subsidiaries, the political influence of the subsidiary within the MNC, and the desirability of assets in host locations (Birkinshaw et al, 2004;Galunic and Eisenhardt, 1996;Maneu, 2003;Phelps and Fuller, 2000;Young and Tavares, 2004). This competition need not be centred on obtaining low-labour costs and other associated costs in a branch-plant-type relationship (Watts, 1981).…”

Section: Operational Autonomymentioning

confidence: 99%

“…Labour in FOS with these functions are also likely to need to be entrepreneurial in order to initiate developments and to be able to sell their ideas and proposals to other parts of their MNC. Entrepreneurship of this type will require interorganisational and intraorganisational relationships in the host location and with other locations, that can effectively exploit the skills of the labour force to transfer information, knowledge, and innovation to the various parts of MNCs (Birkinshaw et al, 2004). It is not clear if our current research approaches and data gathering have adapted to this type of end product.…”

Section: Some Implications For Regional Development Policymentioning

confidence: 99%

Domestic Sourcing by Foreign-Owned Subsidiaries

Williams

McDonald

Tüselmann

et al. 2008

Environ Plann C Gov Policy

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This paper investigates the development of domestic sourcing by foreign-owned subsidiaries (FOS) in the UK. The regional development and international-business literatures are used to develop a conceptual framework on the links between autonomy, the use of networks, and domestic sourcing. Data from a survey of German, French, and US FOS in the UK is used to test the model. The results indicate that increased use of networks and increased operational decision-making autonomy are associated with increased domestic sourcing, but that only a minority of FOS are increasing their use of domestic sourcing. The growing importance of global sourcing is considered as a possible explanation for the low proportion of FOS that are increasing their use of domestic sourcing. The implications for regional-development policy of the findings are also assessed.

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“…Bartlett and Goshal's view stresses the role of the capability of a multinational corporation to leverage the innovative and entrepreneurial potential of its dispersed assets but until now only a few studies have paid attention to the role of international entrepreneurship within MNCs. An important contribution into this field has been given by the works of Birkinshaw (1997;Birkinshaw et al 2005) who concentrated his attention on international entrepreneurships in multinational corporations (MNCs). Relying on previous studies on corporate entrepreneurship, which define corporate entrepreneurship as any departure from existing practices or a new way for the corporation to use or expand its resources' (Kanter, 1982), Birkinshaw affirm that successful firms promote entrepreneurship not only at the corporate level but also in the subsidiaries around the world.…”

Section: International Entrepreneurship At the Subsidiaries Level Andmentioning

confidence: 99%

Global Entrepreneurship and Market-Driven Management

Majocchi

Zucchella

2008

Symphonya. Emerging Issues in Management

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Global entrepreneurship defines the orientation of the firms in the direction of growing interdependence and integration. On the contrary international entrepreneurship is just a combination of innovative, proactive, and risk seeking behaviour that crosses national borders and is intended to create value in organizations.In global markets, the strategic leverage of the firms moves from goods to knowledge. Information systems and inter-firm collaboration become fundamental ways to access to knowledge and to exploit its potential. Market-driven organizations possess superior capabilities in anticipating and exploiting trends and market changes as well as competitors' moves.Firms, in order to be successful, must combine market-driven management with an entrepreneurial attitude.

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Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance

Cited by 294 publications

References 17 publications

A dynamic capabilities-based entrepreneurial theory of the multinational enterprise

A dynamic capabilities-based entrepreneurial theory of the multinational enterprise

Domestic Sourcing by Foreign-Owned Subsidiaries

Global Entrepreneurship and Market-Driven Management

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