A Dynamic Perspective on Subsidiary Autonomy

Item Type Journal paper

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.

Authors Ambos, Björn; Asakawa, Kazuhiro & Ambos, Tina C.
Journal or Publication Title Global Strategy Journal
Language English
Keywords external/internal embeddedness;subsidiary autonomy;social control;international R&D
Subjects business studies
HSG Classification contribution to scientific community
Refereed Yes
Date November 2011
Publisher Wiley
Place of Publication Malden, Mass.
Volume 1
Number 3-4
Page Range 301-316
Number of Pages 16
ISSN 2042-5791
ISSN-Digital 2042-5805
Publisher DOI 10.1002/gsj.25
Depositing User Anja Schuster
Date Deposited 21 Nov 2012 21:50
Last Modified 26 Sep 2016 15:05
URI: https://www.alexandria.unisg.ch/publications/218064


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Ambos, Björn; Asakawa, Kazuhiro & Ambos, Tina C. (2011) A Dynamic Perspective on Subsidiary Autonomy. Global Strategy Journal, 1 (3-4). 301-316. ISSN 2042-5791


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