Subsidiary Management’s Horizontal Boundary Spanning Activity as Entrepreneurial Behaviour

Dónal O’Brien (), Pamela Scott Sharkey () and Ulf Andersson ()
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Dónal O’Brien: DCU Business School
Pamela Scott Sharkey: DCU Business School
Ulf Andersson: Mälardalen University

Chapter 8 in Entrepreneurial Behaviour, 2019, pp 169-202 from Springer

Abstract: Abstract To date, the rich subsidiary literature has largely overlooked the individual entrepreneurial behaviours required by subsidiary managers to build crucial linkages and access vital knowledge. This chapter addresses this issue and takes a microfoundational approach to develop a typology of subsidiary managers’ attentional engagement on key boundary spanning strategic activities. By substantiating middle managers’ strategic activities outside the realm of the direct TMT perspective, the chapter proposes an integrated framework of middle managers’ horizontal boundary spanning activities in multinational corporations (MNCs). Furthermore, this chapter reveals insights on the true levels of strategic coordination required to manage large complex organizations, and how managers focus their attention on different horizontal activities to drive corporate entrepreneurship depending on the specific agenda of their management context.

Keywords: MNC management; Subsidiary; Middle managers; Entrepreneurial behaviour; Attention (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-04402-2_8

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DOI: 10.1007/978-3-030-04402-2_8

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