Differentiate subsidiaries contributions in a multinational corporation’s innovation strategy

Diferenciar las contribuciones de las filiales en la estrategia de innovación de la empresa multinacional

Mathias Guérineau (), Sihem Ben Mahmoud-Jouini and Florence Charue-Duboc
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Mathias Guérineau: LEMNA - Laboratoire d'économie et de management de Nantes Atlantique - IEMN-IAE Nantes - Institut d'Économie et de Management de Nantes - Institut d'Administration des Entreprises - Nantes - UN - Université de Nantes, CRG I3 - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Sihem Ben Mahmoud-Jouini: HEC Paris - Ecole des Hautes Etudes Commerciales, GREGHEC - Groupement de Recherche et d'Etudes en Gestion - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique
Florence Charue-Duboc: CRG I3 - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique

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Abstract: The strengthening of subsidiaries' role in Multinational Corporations' (MNC) innovation strategy has been underlined. Based on an extension of the analytical framework developed by Bartlett and Ghoshal (1989) and a case study of a representative MNC, we suggest four differentiated ideal types of subsidiary contributions and the type of innovation they are more prone to develop. Besides "historic big" and "implementer" we highlight two specific contributions of "accelerators" and "high potential" subsidiaries that leverage their capabilities and environment leading to innovation potentially deployed afterwards among the subsidiaries.

Keywords: Multinational Corporation (MNC); subsidiary; international strategy; case study; deployment; Firme multinationale; filiale; innovation; stratégie internationale; étude de cas; déploiement (search for similar items in EconPapers)
Date: 2018-01-31
Note: View the original document on HAL open archive server: https://hal.science/hal-04574353v1
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Published in Management international = International management = Gestión internacional, 2018, 19 (4), pp.34-48. ⟨10.7202/1043075ar⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04574353

DOI: 10.7202/1043075ar

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