Institutional duality incidence on subsidiaries: configuration, differentiation and avoidance strategies

Akiebe Humphrey Ahworegba, Christophe Estay () and Myropi Garri
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Akiebe Humphrey Ahworegba: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon
Christophe Estay: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School, LIRSA - Laboratoire interdisciplinaire de recherche en sciences de l'action - CNAM - Conservatoire National des Arts et Métiers [CNAM]
Myropi Garri: University of Portsmouth

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Abstract: Purpose To illustrate how threats of institutional duality (ID) incidence subsidiaries confront are converted to opportunities, by conceptualizing how subsidiaries attain operational legitimacy at both their headquarters (HQs) and host countries. Design/methodology/approach Using a systematic literature review, the authors build on institutional theories by analyzing the ID literature along its structure, main processes and outcomes. The authors configure frameworks of both HQ control systems and host countries' institutional threats, showing how subsidiaries contingently navigate across them using configuration, differentiation and avoidance strategies. Findings The authors' findings show that "foresighted" subsidiaries attain operational legitimacy through configuration, differentiation and avoidance of threats incidental to ID, by strategizing along certain formal and informal institutional variables including legal, sociocultural and technical factors. Originality/value The authors propose "structural configuration of ID incidence" and "subsidiary path to legitimacy" frameworks. The former configures how the interaction between HQ and host countries' variables constitute ID incidence threats. The latter highlights how "foresighted" subsidiaries use configuration, differentiation and avoidance strategies to attain operational legitimacy.

Date: 2020
Note: View the original document on HAL open archive server: https://cnam.hal.science/hal-03632783v1
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Published in Journal of Organizational Change Management, 2020, 33 (7), pp.1499-1511. ⟨10.1108/JOCM-02-2020-0040⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03632783

DOI: 10.1108/JOCM-02-2020-0040

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