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https://www.emerald.com/insight/content/doi/10.1108/09684899510094954/full/html#:~:text=A%20headquarters%E2%80%90foreign%20subsidiary%20control%20relationship%20%28HSR%29%20can%20be,situational%20factors%20influence%20the%20HSR%20in%20all%20countries.
https://www.researchgate.net/publication/5222408_Centralization_in_Headquarters-Subsidiary_Relationships
Levels of centralization were ranked: 1 = within the subsidiary; 2 = within the international divi- sion, product division or geographic region headquarters; 3 = …
https://www.jstor.org/stable/154584
tralization inherent in the headquarters-foreign subsidiary relation-ship varies in response to a variety of company-wide and subsidiary level conditions. The influence of company-wide conditions on centralization appears to be much clearer than the influence of subsidiary-level conditions. The study also identifies several new
https://link.springer.com/article/10.1057/palgrave.jibs.8490425
It examines how the degree of centralization inherent in the headquarters-foreign subsidiary relationship varies in response to a variety of company-wide and subsidiary level conditions. The influence of company-wide conditions on centralization appears to be much clearer than the influence of subsidiary-level conditions.
https://ideas.repec.org/a/pal/jintbs/v17y1986i2p71-92.html
Research to date on centralization in MNCs has produced many inconsistent findings. The present study attempts to add clarity to the situation by re-testing many of the existing hypotheses with data from a recent study of centralization in 50 large US, UK and European MNCs. It examines how the degree of centralization inherent in the head quarters-foreign …
https://www.abacademies.org/articles/control-in-headquarterssubsidiary-relationships-a-case-study-focused-on-expatriate-and-managers-perspectives-11678.html
Abstract. In multinationals, the relationship between headquarters and subsidiaries can be complex, namely when expatriates are used as control mechanisms. Furthermore, the literature on expatriate adjustment research has been predominantly "expatriate-centric" and has neglected the subsidiary’s point of view.
https://www.emerald.com/insight/publication/doi/10.1108/S1064-4857201617
Perspectives on Headquarters-subsidiary Relationships in the Contemporary MNC | Editors: Tina C. Ambos, Björn Ambos, Julian Birkinshaw. ... we discussed whether the degree of resource centralization in the home country influences the relationship between the level of subsidiary autonomy and a subunit’s performance in the foreign subsidiary ...
https://link.springer.com/article/10.1186/s41469-019-0052-y
Because centralization limits the opportunities for individual subsidiaries to seek locally oriented solutions, centralization could lead to disagreements, especially in situations where a subsidiary is growing strong and becoming less dependent on headquarters (Bartlett and Ghoshal 1998). Then again, centralization economizes on decision-making costs (HQ makes …
https://bura.brunel.ac.uk/bitstream/2438/14133/1/FulltextThesis.pdf
the headquarters–subsidiary mechanisms could be linked to agency theory (with the ‘classical’ principal–agent relationship as its core) and to resource dependency theory (implying relations between the subsidiary and other partners based on interdependence). Our results show that the agency and resource dependency
https://tesi.luiss.it/13307/1/casini-beatrice-tesi-2014.pdf
1. HEADQUARTER-SUBSIDIARY RELATIONSHIPS 1.1 Environmental and strategic context Headquarters – subsidiary relationship represents one of the most important topics for what concerns a business. It shows how company works, delegate or share their own tasks and responsibilities. This is the primary conduit through which HQ is able
https://www.mdpi.com/2071-1050/14/1/249/htm
This paper investigates how cultural distance, the local experience of a foreign subsidiary, and the intensity of local competition jointly affect the staff localization of MNEs’ subsidiaries. While previous studies on the effects of cultural distance have mainly focused on the gap between home and host countries, we extend the existing “home …
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