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Description
(Text)
In the past decades, the notion of differentiated subsidiary roles within multinational network corporations has inspired a considerable amount of research. Surprisingly, the question of whether headquarters and subsidiary managers perceive a certain subsidiary's role in the same way has been neglected. Andrea Daniel not only compares headquarters and subsidiary managers' perceptions of a subsidiary's role, but she analyzes the implications of perception gaps for the headquarters-subsidiary relationship. The author develops a novel conceptual framework that allows to examine headquarters-subsidiary relationships and, in particular, the subsidiary role concept. This framework proposes headquarters-subsidiary conflict as the main implication of perception gaps.
(Table of content)
Central Concepts.- Conceptual Framework.- Empirical Study.- Empirical Findings.- Discussion.
(Text)
In the past decades, the notion of differentiated subsidiary roles within multinational network corporations has inspired a considerable amount of research. Surprisingly, the question of whether headquarters and subsidiary managers perceive a certain subsidiary's role in the same way has been neglected. Andrea Daniel not only compares headquarters and subsidiary managers' perceptions of a subsidiary's role, but she analyzes the implications of perception gaps for the headquarters-subsidiary relationship. The author develops a novel conceptual framework that allows to examine headquarters-subsidiary relationships and, in particular, the subsidiary role concept. This framework proposes headquarters-subsidiary conflict as the main implication of perception gaps.
(Table of content)
From the contents:
- Subsidiary Roles in Multinational Network Corporations
- Perception Gaps Concerning Subsidiary Roles
- Headquarters-Subsidiary Conflict
- Empirical Study Involving two Multinational Companies
- Implications of Perception Gaps for the Headquarters-Subsidiary Relationship
(Author portrait)
Dr. Andrea Daniel finished her doctorate at ESCP Europe Wirtschaftshochschule Berlin, Chair of International Management and Strategic Management (Prof. Dr. Stefan Schmid).
Contents
Central Concepts.- Conceptual Framework.- Empirical Study.- Empirical Findings.- Discussion.
