A micro-political perspective on subsidiary initiative-taking: Evidence from German-owned subsidiaries in France
Dörrenbächer, C and Geppert, M (2009) A micro-political perspective on subsidiary initiative-taking: Evidence from German-owned subsidiaries in France European Management Journal, 27 (2). 100 - 112.
|PDF - Accepted Version|
Official URL: http://dx.doi.org/10.1016/j.emj.2008.06.004
As classical micro-political studies have shown, management behavior is not only constrained or enabled by certain cultural, structural and institutional patterns, but is shaped by individual interests and actor rationales. Based on the assumption that actors are neither the organs of given structures nor acting fully autonomously, the paper highlights how key foreign subsidiary managers interpret and integrate individual, socio-political, organizational as well as some home and host country factors into distinct subsidiary initiatives, which they then try to accomplish in negotiations with the headquarters. Empirically the paper builds on three explorative case studies undertaken in German-ownedsubsidiaries in France, covering all main forms of subsidiary initiatives (local, global and MNC internal subsidiary initiatives).
|Additional Information:||NOTICE: this is the author’s version of a work that was accepted for publication in European Management Journal. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in European Management Journal, 27(2), April 2009, DOI 10.1016/j.emj.2008.06.004.|
|Divisions:||Faculty of Business, Economics and Law > Surrey Business School|
|Deposited By:||Symplectic Elements|
|Deposited On:||17 May 2012 12:08|
|Last Modified:||27 Apr 2013 14:35|
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