Overcoming the Liability of Outsidership-The Challenge of HQ of the Global Firm

Journal of International Management

Volumn 18, Issue 3, 2012, Pages 224-232

  Vahlne, Jan Erik ^a   Schweizer, Roger ^a   Johanson, Jan ^b  

^a UNIVERSITY OF GOTHENBURG   (Sweden)

^b UPPSALA UNIVERSITY   (Sweden)

Author keywords

Global firm; HQ; HQ management; Liability of outsidership; Tight and loose couplings; Uncertainty; Uppsala model

Indexed keywords

EID: 84864310013     PISSN: 10754253     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.intman.2012.04.002     Document Type: Article

References (79)

1. Ambos T.C., Andersson U., Birkinshaw J. What are the consequences of initiative-taking in multinational subsidiaries?. Journal of International Business Studies 2010, 41:1099-1118.
2. Andersson U., Forsgren M. Subsidiary embeddedness and control in the multinational company. International Business Review 1996, 5(5):487-508.
3. Andersson U., Holm U. Managing the Contemporary Multinational-The Role of Headquarters 2010, Edward Elgar, Cheltenham.
4. Andersson U., Johanson J., Vahlne J.-E. Organic acquisitions in the internationalization process of the firm. Management International Review 1997, 37(2):67-84.
5. Andersson U., Forsgren M., Holm U. Balancing subsidiary influence in the federative MNC: a business network view. Journal of International Business Studies 2007, 38(5):802-818.
6. Barner-Rasmussen W., Piekkari R., Scott-Kennel J., Welch C. Commander-in-chief or absentee landlord? Key perspectives on headquarters in multinational corporations. Managing the Contemporary Multinational-The Role of Headquarters 2010, 85-105. Edward Elgar, Cheltenham. U. Andersson, U. Holm (Eds.).
7. Bartlett C.A., Ghoshal S. Managing Across Borders-The Transnational Solution 1989, Century Business, London.
8. Birkinshaw, J.M., 1995. Entrepreneurship in multinational corporations: The initiative process in Canadian subsidiaries. Unpublished Doctoral Dissertation, Western Business School, University of Western Ontario, London, Ontario.
9. Birkinshaw J.M. Entrepreneurship in multinational corporations: the characteristics of subsidiary initiatives. Strategic Management Journal 1997, 18:207-229.
10. Birkinshaw J. The determinants and consequences of subsidiary initiative in multinational corporations. Entrepreneurship Theory and Practice 1999, 1999:9-36. Fall.
11. Birkinshaw J. Entrepreneurship in the Global Firm 2000, Sage, Thousand Oaks, CA.
12. Birkinshaw J., Fry N. Subsidiary initiatives to develop new markets. Sloan Management Review 1998, 51-60. Spring.
13. Birkinshaw J.M., Hood N. Multinational Corporate Evolution and Subsidiary Development 1998, Macmillan Press, London.
14. Birkinshaw J., Ridderstråle J. Fighting the corporate immune system: a process study of subsidiary initiatives in multinational corporations. International Business Review 1999, 8:149-180.
15. Birkinshaw J., Hood N., Jonsson S. Building firm-specific advantages in multinational corporations: the role of subsidiary initiative. Strategic Management Journal 1998, 19:221-241.
16. Brandt W.K., Hulbert J.M. Patterns of communications in the multinational corporation. Journal of International Business Studies 1976, 7(1):57-65.
17. Buckley P.J., Casson M. The Future of the Multinational Enterprise 1976, Macmillan, London.
18. Cantwell J., Mudambi R. MNE competence-creating subsidiary mandates. Strategic Management Journal 2005, 26:1109-1137.
19. Cantwell J., Piscitello L. Accumulating technological competence: its changing impact on corporate diversification and internationalization. Industrial and Corporate Change 2000, 9(1):21-51.
20. Cray D. Control and coordination in multinational corporations. Journal of International Business Studies 1984, 58-98. Fall.
21. Daft R.L., Weick K.E. Toward a model of organizations as interpretation systems. Academy of Management Review 1984, 9(2):284-295.
22. Delany E. Strategic development of the multinational subsidiary through subsidiary initiative-taking. Long Range Planning 2000, 33(2):220-245.
23. Dellestrand H. Subsidiary embeddedness as a determinant of divisional headquarters involvement in innovation transfer processes. Journal of International Management 2011, 17(3):229-242.
24. Dellestrand H., Kappen P. Headquarters allocation of resources to innovation transfer projects within the multinational enterprise. Journal of International Management 2011, 17(4):263-277.
25. Dörrenbächer C., Gammelgaard J. Subsidiary role development: the effect of micro-political headquarters-subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries. Journal of International Management 2006, 12(3):266-283.
26. Doz Y. Strategic Management in Multinational Companies 1986, Pergamon Press, Oxford.
27. Dunning J.H. International Production and the Multinational Enterprise 1981, Allen and Unwin, London.
28. Egelhoff W.G. Evaluating the role of parent HQ in a contemporary MNC. Managing the Contemporary Multinational-The Role of Headquarters 2010, Edward Elgar, Cheltenham. U. Andersson, U. Holm (Eds.).
29. Eramilli K.M., Agrawal S., Dev C.S. Choice between non-equity modes: an organizational capability perspective. Journal of International Business Studies 2002, 33(2):223-242.
30. Forsgren M. Managing the international multi-centre firm: case studies from Sweden. European Management Journal 1990, 8:261-267.
31. Forsgren M., Holm U., Johanson J. Internationalization of the second degree: the emergence of European based centers in Swedish international firms. Europe and the Multinationals 1992, 235-253. Edward Elgar, Aldershot, UK. S. Young, J. Hamill (Eds.).
32. Forsgren M., Holm U., Johanson J. Division headquarters go abroad. A step in the internationalization of the multinational corporation. Journal of Management Studies 1995, 32(4):475-491.
33. Forsgren M., Johanson J., Sharma D. Development of MNC centers of excellence. The Emergence and Impact of MNC Centers of Excellence-A Subsidiary Perspective 2000, MacMillan Press, Houndmills, Basingstoke. U. Holm, T. Pedersen (Eds.).
34. Forsgren M., Holm U., Johanson J. Managing the Embedded Multinational: A Business Network View 2005, Edward Elgar, Cheltenham.
35. Foss N., Pedersen T. Transferring knowledge in MNCs: the role of sources of subsidiary knowledge and organizational context. Journal of International Management 2002, 8(1):49-67.
36. Gammelgaard J., Pedersen T. Internal versus external knowledge sourcing of subsidiaries and the impact of headquarters control. Managing the Contemporary Multinational-The Role of Headquarters 2010, Edward Elgar, Cheltenham. U. Andersson, U. Holm (Eds.).
37. Garnier G.H. Context and decision-making autonomy in the foreign affiliates of U.S. multinational corporations. Academy of Management Journal 1982, 25:93-908.
38. Gates S., Egelhoff W.G. Centralization in headquarters-subsidiary relationships. Journal of International Business Studies 1986, 17(2):71-92.
39. Ghoshal, S., 1986. The innovative multinational: A differentiated network of organizational roles and management processes. Unpublished doctoral dissertation, Boston: Harvard Business School.
40. Ghoshal S., Bartlett C.A. Creation, adoption, and diffusion of innovations by subsidiaries of multinational corporations. Journal of International Business Studies 1988, 425-440. Fall.
41. Ghoshal S., Nohria B. Internal differentiations within multinational corporations. Strategic Management Journal 1989, 10:323-337.
42. Gupta A.K., Govindarajan V. Knowledge flows and the structure of control within multinational corporations. Academy of Management Review 1991, 16(4):768-792.
43. Hedlund G. Autonomy of subsidiaries and formalization of headquarters-subsidiary relationships in Swedish MNCs. The Management of Headquarters-Subsidiary Relationships in Multinational Corporations 1981, Aldershot. L. Otterbeck (Ed.).
44. Hedlund G. The hypermodern MNC-a heterarchy?. Human Resource Management 1986, 25(1):9-36.
45. Hedlund G., Rolander D. Action in heterarchies: new approaches to managing the MNC. Managing the global firm 1990, Routledge, London. C.A. Bartlett, Y. Doz, G. Hedlund (Eds.).
46. Hennart J.-F. Control in multinational firms: the role of price and hierarchy. Organization Theory and the Multinational Corporation 1993, 157-181. St Martin's Press, New York. S. Ghoshal, D.E. Westney (Eds.).
47. Holm U., Johanson J., Thilenius P. Headquarters' knowledge of subsidiary network contexts in multinational corporations. International Studies of Management Organization 1995, 25(1-2):97-119.
48. Holmström C. Managing the transfer of externally embedded subsidiary knowledge: the role of headquartersD́ control mechanisms. Managing the Contemporary Multinational-The Role of Headquarters 2010, Edward Elgar, Cheltenham. U. Andersson, U. Holm (Eds.).
49. Hymer, S., 1960. The international operations of national firms. Doctoral dissertation, MIT.
50. Jarillo J.C., Martinez J. Different roles for subsidiaries. The case of multinational corporations. Strategic Management Journal 1990, 11:501-512.
51. Jaussaud J., Schaaper J. Control mechanisms of their subsidiary by multinational firms: a multidimensional perspective. Journal of International Management 2006, 12(1):23-45.
52. Johanson J., Vahlne J.E. The internationalization process of the firm: a model of knowledge development and increasing foreign market commitments. Journal of International Business Studies 1977, 8:23-32.
53. Johanson J., Vahlne J.-E. The Uppsala internationalization process model revisited: from liability of foreignness to liability of outsidership. Journal of International Business Studies 2009, 40(9):1411-1431.
54. Keupp M.M., Palmié M., Gassman O. Achieving subsidiary integration in international innovation by managerial tools. Management International Review 2011, 51:213-239.
55. Khanna N., Tice S. The bright side of internal capital markets. Journal of Finance 2001, 56(4):1489-1528.
56. Knight F. Risk, Uncertainty and Profit 1921, Houghton Mifflin, New York.
57. Kostova K., Roth K. Adoption of an organizational practice by subsidiaries of multinational corporations: institutional and relational effects. Academy of Management Journal 2002, 45(1):215-233.
58. Krackhardt D. Assessing the political landscape: structure, cognition and power in organizations. Administrative Science Quarterly 1990, 35:342-369.
59. Lawrence P.R., Lorsch J.W. Organization and environment 1967, Division of Research, Harvard Business School of Business Administration, Boston.
60. March J.G. The technology of foolishness. Ambiguity and Choice 1982, Universitetsforlaget, Bergen. J.G. March, J.P. Olsen (Eds.).
61. Markides C. Corporate strategy: the role of the centre. Handbook of Strategy and Management 2002, Sage, London. A. Pettigrew, H. Thomas, R. Whittington (Eds.).
62. Martinez J.I., Jarillo J.C. The evolution of research on coordination mechanisms in multinational corporations. Journal of International Business Studies 1989, 20:489-514.
63. Martinez J.I., Jarillo J.C. Coordination demands of international strategies. Journal of International Business Studies 1991, 429-444. Fall.
64. Morgan R.M., Hunt S.D. The commitment-trust theory of relationship marketing. Journal of Marketing 1994, 58(3):20-38.
65. Mudambi R. MNE capital markets and subsidiary strategic independence. International Business Review 1999, 8(2):197-211.
66. Nahapiet J., Ghoshal S. Social capital, intellectual capital and the organizational advantage. Academy of Management Review 1998, 23(2):242-267.
67. Negandhi A.R., Baliga B.R. Internal functioning of American, German and Japanese multinational corporations. The management of headquarters-subsidiary relations in multinational corporations 1981, Aldershot, UK. L. Otterbeck (Ed.).
68. Porter M.E. Competition in global industries: a conceptual framework. Competition in Global Industries 1986, Harvard Business School Press, Boston.
69. Prahalad C.K., Doz Y.L. An approach to strategic control in multinational companies. Sloan Management Review 1981, 22(4):5-13.
70. Prahalad C.K., Doz Y.L. The Multinational Mission: Balancing Local Demands and Global Vision 1987, The Free Press, New York.
71. Saxenian A. Vi har en omvänd brain-drain (We have a reversed brain-drain). Entré 2010, 3:16-17.
72. Schotter A., Beamish P.W. Performance effects of MNC headquarters-subsidiary conflict and the role of boundary spanners: the case of headquarter initiative rejection. Journal of International Management 2011, 17(3):243-259.
73. Schweizer R., Vahlne J.-E., Johanson J. Internationalization as an entrepreneurial process. Journal of International Entrepreneurship 2010, 8(4):343-370.
74. Tsai W., Ghoshal S. Social capital and value creation: the role of intra-firm networks. Academy of Management Journal 1998, 41(4):464-476.
75. Vahlne J.-E., Ivarsson I., Johanson J. The tortuous road to globalization for VolvoD́s Heavy Truck business: extending the scope of the Uppsala Model. International Business Review 2011, 1-14.
76. Weick K.E. Educational organizations as loosely coupled systems. Administrative Science Quarterly 1976, 21(1):1-19.
77. Welge M. The effective design of headquarters-subsidiary relationships in German MNCs. The Management of Headquarters-Subsidiary Relations in Multinational Corporations 1981, Aldershot, UK. L. Otterbeck (Ed.).
78. White R., Poynter T. Organizing for worldwide advantage. Managing the Global Firm 1990, Routledge, London. C. Bartlett, Y. Doz, G. Hedlund (Eds.).
79. Williams C. Subsidiary-level determinants of global initiatives in multinational corporations. Journal of International Management 2009, 15(1):92-104.