A New Model of the Headquarters- subsidiary Relationship

Stewart Johnston

Chapter 5 in Headquarters and Subsidiaries in Multinational Corporations, 2005, pp 65-80 from Palgrave Macmillan

Abstract: Abstract The several literatures presented in the Chapters 2 and 3 above have not made much progress in extending their analysis to include HQ- subsidiary relations. This is because the picture has become more complex in recent times. As international competition grew, so did proliferation of strategies. The extant research was generally based upon detailed examination of relatively small numbers of firms. For example, few if any large-scale studies in this literature linked strategy with particular industries or product markets in the manner of Porter. The classifications that have emerged were therefore simply descriptive, providing labels for the outcomes of a given context. The hierarchical form and its various local and global subsidiary tasks remained unexplained and the new dimensions introduced by the arrival of the transnational/heterachy have not yet been convincingly assimilated into the previous work.

Keywords: Knowledge Management; Vertical Integration; Multinational Corporation; Business Level; Unrelated Diversification (search for similar items in EconPapers)
Date: 2005
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51100-2_5

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230511002

DOI: 10.1057/9780230511002_5

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().