The integration-responsiveness framework and subsidiary management: A commentary

Sven A. Haugland

Journal of Business Research, 2010, vol. 63, issue 1, 94-96

Abstract: This commentary article discusses the appropriateness of using the integration-responsiveness framework for studying subsidiary management. The framework is frequently used and highly accepted in the international business literature, but the research contributions of applying the framework can be questioned. This commentary article discusses the applicability of the framework from a theoretical point of view, and furthermore, argues that it is difficult to empirically test subsidiary strategies and management based on hypotheses derived from the framework, and that the implications that can be drawn have limited theoretical content.

Keywords: International; strategy; The; I-R; framework; Subsidiary; roles (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (10)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:63:y:2010:i:1:p:94-96

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