Subsidiary strategic influence: the role of subsidiary attention-building activities

Gorgijevski, Alexander; Lind, Christine Holmström; Lagerström, Katarina

doi:10.1108/md-05-2021-0594

Cited by 2 publications

(1 citation statement)

References 78 publications

(171 reference statements)

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“…over corporate investments and other corporate-level strategic issues. A subsidiary’s influence is increased through its involvement in knowledge-based activities, development of knowledge capabilities and delivery of valuable innovation (Mudambi and Navarra, 2004; Andersson et al , 2007; Ambos et al , 2010; Najafi-Tavani et al , 2014; Gorgijevski et al , 2022).…”

Section: Process Of Strategising For a Competence-creator Rolementioning

confidence: 99%

The subsidiary strategising process for a competence-creating role

O'Riordan,

Ryan,

Andersson

2023

MBR

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Purpose The authors’ contention in this paper is that the expression of subsidiary strategy in IB literature has become fragmented and incomplete. Therefore, this study aims to propose a rethink on how IB scholarship approaches the important issue of subsidiary strategy by holistically examining the discrete and integrated set of activities, choices and decisions that constitute the subsidiary strategy process for, in this context, assuming a competence-creating role within the multinational enterprise (MNE). Design/methodology/approach A conceptual model is designed to illustrate the holistic process of subsidiary strategy from assigned to assumed role and how a subsidiary can navigate a pathway to elevated performance and survival. Findings The paper identifies the key integrated elements that constitute a holistic strategic process that can enhance a subsidiary’s standing within the MNE and maximise its survival prospects. Research limitations/implications Particular focus is placed on subsidiaries that strategise to advance their internal corporate role to competence creator via upgraded knowledge capabilities. Originality/value This paper offers a roadmap for IB scholars to contribute to a future discourse around the subsidiary strategy process for assuming a competence-creating role.

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Section: Process Of Strategising For a Competence-creator Rolementioning

confidence: 99%

The subsidiary strategising process for a competence-creating role

O'Riordan,

Ryan,

Andersson

2023

MBR

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Configurations of innovation performance in foreign owned subsidiaries: focusing on organizational agility and digitalization

Dahms

Cabrilo

Kingkaew

2023

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PurposeThe authors investigate conditions that drive innovation performance in foreign-owned subsidiaries. The authors study five variables affecting innovation performance: organizational agility and digital capabilities as the main drivers and competencies and embeddedness in internal and external networks as complementary antecedents of innovation.Design/methodology/approachThe authors draw on the neo-configurational perspective and apply fuzzy set qualitative comparative analysis (fsQCA) to empirically test survey data from subsidiaries located in the emerging economies of Thailand and Vietnam.FindingsWhile the authors find no single condition on its own determining innovation performance, the authors do find that in concert they form four configurations of high innovation performance. The results indicate that all configurations contain competencies, as well as that subsidiaries should prioritize between internal and external networks to complement agility, digital capabilities, to achieve high innovation performance. The authors also reveal intriguing contextual differences in the innovation performance configurations between the two host countries.Originality/valueBy incorporating causal complexity as well as substitutability and complementarity of innovation drivers, the authors extend the current understanding of subsidiary innovation performance outcomes.

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Subsidiary strategic influence: the role of subsidiary attention-building activities

Cited by 2 publications

References 78 publications

The subsidiary strategising process for a competence-creating role

The subsidiary strategising process for a competence-creating role

Configurations of innovation performance in foreign owned subsidiaries: focusing on organizational agility and digitalization

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