en
Scientific article
English

A dynamic perspective on subsidiary autonomy

Published inGlobal Strategy Journal, vol. 1, no. 3-4, p. 301-316
Publication date2011
Abstract

Prior investigations treated subsidiary autonomy more or less as a static concept, but the headquarters-subsidiary relationship is likely to evolve and result in changing power positions over time. This article examines the static and dynamic impacts of external/internal embeddedness on the autonomy of overseas R&D subsidiaries. Based on data from 73 overseas R&D subsidiaries of German firms, we show that a dynamic perspective indeed produces counterintuitive results, namely that high internal embeddedness in the past may help laboratories gain higher levels of autonomy in the future, whereas high external embeddedness may lead to lower levels of autonomy in the future. Our results indicate that building trust and linking up with headquarters are important strategies for subsidiaries wishing to be granted autonomy in the future.

Keywords
  • External/internal embeddedness
  • Subsidiary autonomy
  • Social control
  • International R&D
Citation (ISO format)
AMBOS, Björn, ASAKAWA, Kazuhiro, AMBOS, Tina. A dynamic perspective on subsidiary autonomy. In: Global Strategy Journal, 2011, vol. 1, n° 3-4, p. 301–316. doi: 10.1002/gsj.25
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Article (Published version)
accessLevelRestricted
Identifiers
ISSN of the journal2042-5805
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