Subsidiary autonomy and performance in Japanese multinationals in EuropeNorifumi Kawai, Roger Nicholas Strange2013-09-17articleInternational Business Review91 citationsgreenNo readable copy stored yet — this record is metadata only.International Business and FDIInnovation and Knowledge ManagementInternational Student and Expatriate ChallengesAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 91 citations exist upstream.References1976Theory of the firm: Managerial behavior, agency costs and ownership structure1986Self-Reports in Organizational Research: Problems and Prospects1989Agency Theory: An Assessment and Review1977Estimating Nonresponse Bias in Mail Surveys1988The Social Psychology of Procedural Justice1988The Effect of National Culture on the Choice of Entry Mode1994Organizational Images and Member Identification2009Managing Across Borders: The Transnational SolutionCited by2018Complements or substitutes? A meta-analysis of the role of integration mechanisms for knowledge transfer in the MNE network2019Subsidiary autonomy and subsidiary performance: A meta-analysis2016Locals know best? Subsidiary HR autonomy and subsidiary performance2018Unravelling agency relations inside the MNC: The roles of socialization, goal conflicts and second principals in headquarters-subsidiary relationships2021The attention-based view and the multinational corporation: Review and research agenda2016Exploiting the potential of manufacturing network embeddedness2016Benefits of internal manufacturing network integration