Strategy and Management in MNE Subsidiaries

Abstract

Abstract The first part of this chapter is a selective review of the last thirty years of literature on multinational enterprise (MNE) subsidiaries, which aims to provide a roadmap of the field by highlighting the various empirical and theoretical issues that have been studied. The second part of the chapter provides a more detailed examination of the issue of subsidiary strategy. For some people, the term subsidiary strategy is an oxymoron because they believe the subsidiary should be acting as an instrument of the MNE. For others (including the author), the idea that the MNE subsidiary has its own strategy is necessary if the MNE is to make effective use of its far‐flung network. This section provides a discussion of what exactly strategy means at the subsidiary level, and some insights into how it is being affected by changes in the business environment and in the strategic direction of MNEs as a whole.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 95 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.