What Happens when Subsidiaries Go through a Change? Impact of Gaining an R&amp;D Mandate on Subsidiary Managers’ Activities and Subsidiary Innovation

Memar, Noushan; Andersson, Ulf; Gillmore, Edward

doi:10.1007/978-3-030-95527-4_9

Cited by 1 publication

(1 citation statement)

References 90 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Ascending strategies include searching for new responsibilities required, increasing the importance for headquarters and usually conveying more resources to subsidiaries. Horizontal strategies include interaction and cooperation among subsidiaries with similar importance and also with external agents [2,53]. Horizontal activities may also increase the importance of the subsidiary and convey access to critical resources eventually idle in other subsidiaries, owing to multiple insertions or embeddedness [54].…”

Section: Leadershipmentioning

confidence: 99%

Driving Innovation Initiatives in a Multinational Company Subsidiary: A Case Study and Conceptual Framework for Further Application

Ribeiro¹,

Antunes

Silva

et al. 2022

Journal of Open Innovation: Technology, Market, and Complexity

View full text Add to dashboard Cite

This study aims at identifying factors that facilitate the development of the capacity to generate innovations in a subsidiary of a multinational company. Based on the understanding that innovation management deals with the establishment of organizational routines and the investigation of environmental factors that affect the success of the innovation process, the purpose of this work is to contribute toward identifying these factors. For this, a single case study was carried out in a Brazilian subsidiary of a German multinational company, having as incorporated objects the two Business Units of the subsidiary. The results include 20 potential factors to drive the innovation process in the subsidiary company organized as a tree-like structure with three categories: reasons to innovate, spontaneous factors and induced factors. The structure serves as a conceptual framework to address future research, as well as to help subsidiaries’ managers to leverage innovative potential. The study opens room for further implementation of open innovation in the company, as the innovation process is now more stable and robust. Excellent alternatives for open innovation projects are available in the local market and can now be implemented by the company.

show abstract

Section: Leadershipmentioning

confidence: 99%