Subsidiary coopetition competence: Navigating subsidiary evolution in the multinational corporation

被引：45

作者：

Tippmann, Esther ^{[1
]}

Scott, Pamela Sharkey ^{[2
]}

Reilly, Marty ^{[2
]}

O'Brien, Donal ^{[2
]}

机构：

[1] Univ Coll Dublin, Coll Business, Dublin, Ireland

[2] Dublin City Univ, Business Sch, Dublin, Ireland

来源：

JOURNAL OF WORLD BUSINESS | 2018年 / 53卷 / 04期

关键词：

Coopetition; Subsidiary role; Subsidiary development; Multinational corporation (MNC) and; multinational enterprise (MNE); Subsidiary evolution; CROSS-FUNCTIONAL COOPETITION; FOREIGN SUBSIDIARIES; KNOWLEDGE FLOWS; COMPETITION; COOPERATION; STRATEGY; PARADOX; COORDINATION; HEADQUARTERS; IMPACT;

D O I：

10.1016/j.jwb.2018.02.006

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

This paper examines the engagement of subsidiaries in coopetition, the simultaneous pursuit of competitive and cooperative behavior, in subsidiary role development. Drawing on twelve detailed case studies, we uncover how framing of the mandate situation shapes subsidiary actions to influence role development, thereby leading to competitive and cooperative subsidiary behavior. This paper advances our understanding of coopetition in MNCs by developing the concept of subsidiary coopetition competence and extends theory on subsidiary evolution.

引用

页码：540 / 554

页数：15

共 98 条

[1] What are the consequences of initiative-taking in multinational subsidiaries? [J].