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Autonomy and Procedural Justice: A Framework for Evaluating Subsidiary Strategy

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References

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1984Multinational Corporations: Control Systems and Delegation Issues362 cited

1991Coordination Demands of International Strategies349 cited

Cited by

2010Headquarters’ Attention and Its Effect on Subsidiary Performance214 cited
2001Entrepreneurship in the Global Firm203 cited
2008Top management incentive compensation and knowledge sharing in multinational corporations200 cited
2010Subsidiary roles and reverse knowledge transfer: An investigation of the effects of coordination mechanisms199 cited
2009Strategy and Management In MNE Subsidiaries199 cited
2001Towards a Regional Strategy: The Role of Regional Headquarters of Foreign Firms in Singapore168 cited
2006Knowledge flows in MNCs: An empirical test and extension of Gupta and Govindarajan's typology of subsidiary roles167 cited
2000Multinationals, Intracorporate Competition, and Regional Development164 cited
1999Determinants of autonomy in multinational corporation subsidiaries147 cited
2005Enhancing Synergistic Innovative Capability in Multinational Corporations: An Empirical Investigation132 cited
2012The evolution of innovation capability in multinational enterprise subsidiaries: Dual network embeddedness and the divergence of subsidiary specialisation in Taiwan124 cited
2011A dynamic perspective on subsidiary autonomy123 cited
2010How do Leading Retail MNCs Leverage CSR Globally? Insights from Brazil115 cited
2008Internationalization of R&D in China and India: Conventional wisdom versus reality103 cited
2007An organizing framework for MNC subsidiary typologies99 cited
2012MNC subsidiary size and expatriate control: Resource-dependence and learning perspectives95 cited