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https://www.cambridge.org/core/books/politics-and-power-in-the-multinational-corporation/conflicts-in-headquarterssubsidiary-relationships-headquartersdriven-charter-losses-in-foreign-subsidiaries/90350075478EE5134D3FB9AAC44F49C0#:~:text=Headquarters%20and%20subsidiaries%20are%20the%20two%20generic%20organizational,Reasons%20for%20conflicts%20in%20headquarters%E2%80%93subsidiary%20relationships%20are%20manifold.
https://www.sciencedirect.com/science/article/pii/S1090951615000796
The study of headquarters–subsidiary (HQS) relationships, or how multinational corporations (MNCs) coordinate and control their geographically dispersed value-adding subunits, is central to the field of international management (IM).
https://business.unl.edu/news/balancing-the-corporation-headquarters-subsidiary-relationship/?contentGroup=mailer
MNC organizations, such as Toyota, comprise headquarters and one or more geographically dispersed subsidiaries which depend on local distributors to serve their respective markets. Managing distributor relationships is challenging, but efficient coordination of foreign distributors significantly impacts MNC outcomes.
https://scripties.uba.uva.nl/document/605221
way those challenges between the headquarter and the subsidiary influence the relationship. There are three main themes investigated with regard to this relationship: knowledge sharing, coordination and control mechanisms and the degree of shared values. Furthermore, this study will take into account
https://www.abacademies.org/articles/control-in-headquarterssubsidiary-relationships-a-case-study-focused-on-expatriate-and-managers-perspectives-11678.html
However, the literature on Headquarters-Subsidiary (HQS) relationships focused on the impacts of control mechanisms' implementation is still very dispersed and fragmented. Thus, more research is needed to reach a better understanding of the phenomenon. Furthermore, EM research has been conducted mainly in Asia and from a predominant US viewpoint.
https://www.emerald.com/insight/publication/doi/10.1108/S1064-4857201617
Citation: Kumar, R. and Gammelgaard, J. (2016), "Conflict Resolution in Headquarters-Subsidiary Relationships: The Roles of Regulatory Fit and Moral Emotions", Perspectives on Headquarters-subsidiary Relationships in the Contemporary MNC (Research in Global Strategic Management, Vol. 17), Emerald Group Publishing Limited, Bingley, pp. 121-140.
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://journals.sagepub.com/doi/10.1177/0149206316648383
We explain subsidiary-level variation through a set of internal organizational and external social conditions in which the headquarters-subsidiary agency dyad is embedded. We then discuss several agency scenarios reflecting various levels of self-interest and rationality that lead to different manifestations of the agency problem.
https://www.researchgate.net/publication/301793134_Understanding_Agency_Problems_in_Headquarters-Subsidiary_Relationships_in_Multinational_Corporations_A_Contextualized_Model
The headquarter (principal) delegates responsibilities and decision-making power to the management of a foreign subsidiary (Hoenen and Kostova, 2015;O'Donnell, 2000) because, as …
https://ex.hhs.se/dissertations/221908-FULLTEXT01.pdf
the headquarters-subsidiary relationships in six Swedish multinational corporations. This study was initiated in 1976 with the active and very constructive support of the late Dr. Bjorn Lundvall, Chairman of the Institute's Board 1975-1980. Results from the study have been reported in several articles and papers. This book provides the first ...
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
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