Entrepreneurial behaviour in multinational subsidiaries

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Western Business School, University of Western Ontario , London, Ontario
Statementby Julian M. Birkinshaw.
SeriesWorking paper series / University of Western Ontario -- No.93-07, Working paper series -- No.93-07.
ContributionsUniversity of Western Ontario (Western Business School)
ID Numbers
Open LibraryOL20930245M
ISBN 100771415451
OCLC/WorldCa30977004

Entrepreneurial behaviour in the MNC: an extended agency theory analysis of the parent-subsidiary relationship and subsidiary initiative Data from multinational subsidiaries in New Zealand.

ENTREPRENEURSHIP IN MULTINATIONAL SUBSIDIARIES: THE EFFECTS OF CORPORATE AND LOCAL ENVIRONMENTAL CONTEXTS Mounting evidence suggests that the entreprenurial activities of subsidiaries play a key role in determining the success Entrepreneurial behaviour in multinational subsidiaries book their parent multinational corporations (MNCs).

However, little. This paper examines the entrepreneurial civilities of multinational subsidiaries in Malaysia, a country chosen for the study due to the presence of a large number of multinational subsidiaries in the region.

Description Entrepreneurial behaviour in multinational subsidiaries EPUB

Empirical research is used to determine subsidiaries entrepreneurship, extent of autonomy and the use of financial controls. The evidence suggests that the constituents of multinational subsidiary entrepreneurial culture include global vision, entrepreneurial orientation and entrepreneurial MNC network management.

Downloadable (with restrictions). This paper undertakes an exploratory study into the characteristics of entrepreneurial culture of the multinational subsidiary; and, into the associated influences and manifestations linked to multinational corporation (MNC) and environmental contexts. The theme of multinational subsidiary entrepreneurial culture is an unexplored theme in the literature, and.

International Journal of Entrepreneurship and Innovation Management; Vol.2 No.2/3; Title: Entrepreneurial behaviour in the MNC: an extended agency theory analysis of the parent-subsidiary relationship and subsidiary initiative Authors: William H.A.

Johnson, John W. Medcof. Addresses: McMaster University, Michael G. DeGroote School of Business, Canada. Subsidiary Management’s Horizontal Boundary Spanning Activity as Entrepreneurial Behaviour.

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 : Dónal O’Brien, Pamela Scott Sharkey, Ulf Andersson. The evidence suggests that entrepreneurial culture in multinational subsidiaries can be viewed to be the main underlying notion encompassing entrepreneurial activity.

The multinational subsidiary entrepreneurial culture stands as the “overall umbrella” towards entrepreneurial behaviour Cited by: THE EFFECTS OF ENVIRONMENTAL TURBULENCE ON MULTINATIONAL SUBSIDIARIES PERFORMANCE AND ENTREPRENEURIAL BEHAVIOR: EVIDENCE FROM A DEVELOPING NATION This is a preprint of an article published in the Journal of International Marketing and Marketing Research, Vol.

32, No. 1, pp Strategy Creativity in Multinational Subsidiaries in subsidiaries and the mediating effect of an entrepreneurial subsidiary CEO. phenomenon of self-regulatory behavior by subsidiaries.

A Missing Operationalization: Entrepreneurial Competencies in Multinational Enterprise Subsidiaries Article (PDF Available) in Long Range Planning 47() January with 81 Reads. Socially Entrepreneurial Behaviour of Multinational Corporations: Are MNCs ‘Social Entrepreneurs’.

Authors; In his seminal book, The Fortune at the Bottom of the Pyramid, Prahalad () provides examples of pioneering MNCs in emerging markets that have modified their businesses and processes.

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As in many emerging fields, most of the Cited by: 7. SUBSIDIARY INITIATIVES JULIAN BIRKINSHAW Institute of International Business, Stockholm School of Economics, Stockholm, Sweden This paper defines initiative as a key manifestation of corporate entrepreneurship. and examines the types of initiative ed in a sample of iaries of multinational corporations.

Drawing on an empirical study of subsidiaries located in the UK, we propose a comprehensive set of scales encompassing innovativeness, risk-taking, proactiveness, learning, intra-multinational networking, extra-multinational networking and autonomy; which capture distinct subsidiary entrepreneurial competencies at the subsidiary by: A Missing Operationalization: Entrepreneurial Competencies in Multinational Enterprise Subsidiaries Pavlos Dimitratos, Ioanna Liouka, Stephen Young We seek to provide a comprehensive operationalization of firm-specific variables that constitute multinational enterprise subsidiary entrepreneurial competencies.

Abstract. Can multinational subsidiary managers develop creative strategies at the subsidiary level. To answer this question, we suggest that tensions between the headquarters and subsidiary perspectives demand a greater focus on the micro-foundations of strategy development in multinational by: 1.

This qualitative research is based on eight multinational subsidiaries in the advertising sector in the UK.

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The evidence suggests that the constituents of multinational subsidiary entrepreneurial culture include global vision, entrepreneurial orientation and entrepreneurial MNC network by:   The first section of the book addresses entrepreneurship challenges in smaller, internationalizing companies.

The second section analyses a variety of entrepreneurship problems in large, established multinational enterprises, with a focus on subsidiary entrepreneurial by: 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.

From the Back Cover. In the field of international business, it is increasingly recognized that Multinational Corporations (MNCs) can no longer rely on headquarters as the single source of competitive advantage. Therefore, growing interest centers on decentralized entrepreneurial initiatives that originate in their network of foreign : Paperback.

More than 25 years after its appearance, Ghoshal and Bartlett’s seminal paper ‘The Multinational Corporation as an Interorganizational Network’ stands as a widely recognized but insufficiently understood contribution to the international management literature.

This paper reviews related literature, celebrates and critically discusses Ghoshal and Bartlett’s work and proposes ways to Cited by: 2. The objective of the Sage Strategy Series is to publish significant contributions to the field of management in general, and strategy in particular, with a special emphasis on young and rising authors.

The books aim to make a scholarly and provocative contribution to the field of strategy, and will be of a high intellectual standard, containing new empirical or new theoretical contributions. This paper undertakes an exploratory study into the characteristics of entrepreneurial culture of the multinational subsidiary; and, into the associated influences and manifestations linked to multinational corporation (MNC) and environmental contexts.

The theme of multinational subsidiary entrepreneurial culture is an unexplored theme in the literature, and has considerable research and.

In this role, headquarters face a fundamental challenge: although headquarters can help with the development and transfer of subsidiary initiatives by being involved locally in their subsidiaries (Ciabuschi et al., a), local involvement is not always desired or needed by subsidiary managers and can thus be perceived as undue interference, potentially discouraging subsidiary managers from going the extra Cited by: 7.

Modern subsidiaries dif fer in the scope of their operations, goals, strategic postures, and organizational cultures. These differences can increase subsidiaries’ innovativeness, willingness to take risks, and ability to engage in entrepreneurial activities.

Some subsidiaries ave seized the opportunity created by ongoing changes in the global h. Headquarters of multinational corporations can be involved in their subsidiaries and help with the development and transfer of innovative ideas.

However, headquarters involvement might not always be desired or needed, and it can thus be perceived as interference with local activities, potentially reducing local willingness to go the extra by: 7. Sample Review by Macro Editor The manuscript addresses drivers of entrepreneurship in multinational subsidiaries, particularly taking into account how attributes of the environmental context and firm strategy influence entrepreneurial behavior.

The topic itself is of great importance, especially because multinational firms are nowFile Size: KB. Firm-Level Internationalization, Regionalism and Globalization Strategy, Performance and Institutional Change.

Editors Socially Entrepreneurial Behaviour of Multinational Corporations: Are MNCs ‘Social Entrepreneurs’. This book expands the debate on this interesting topic.

A Critical Review of Multinational Companies, Their Structures and Strategies and Their Link with International Human Resource Management and control subsidiaries across national boundaries and are thus obliged to operate in different national contexts (Heidenreich, ).

(English) In: Entrepreneurial Behaviour: Individual, Contextual and Microfoundational Perspectives, Palgrave Macmillan,p. Chapter in book (Other academic) Abstract [en] To date, the rich subsidiary literature has largely overlooked the individual entrepreneurial behaviours required by subsidiary managers to build crucial linkages and access vital : Dónal O’Brien, Pamela Scott Sharkey, Ulf Andersson.

Characteristics and influences of multinational subsidiary entrepreneurial culture: The case of the advertising sector.

International Business Review, 16(5), – Google Scholar | ISICited by:   A subsidiary initiative is defined as “entrepreneurial proactive behavior in organizational subunits aiming to influence strategy-making in the organization” (Strutzenberger and Ambosp.

). Subsidiary initiatives depend on HQ monitoring; Ambos et al. report a positive association between subsidiary initiatives and HQ : Randi Lunnan, Sverre Tomassen, Ulf Andersson, Ulf Andersson, Gabriel R.

G. Benito.A second important economic aspect of the multinational firm is that the process of foreign expansion is often, though not always, driven by product life-cycle dynamics. 1 For a summary of the basic economic model of the multinational firm, see Richard E.

Caves, Multinational Enterprise and Economic Analysis. New York: CambridgeFile Size: KB.