Configurations of strategy and structure in subsidiaries of multinational corporations
成果类型：
Article; Proceedings Paper
署名作者：
Birkinshaw, JM; Morrison, AJ
刊物名称：
JOURNAL OF INTERNATIONAL BUSINESS STUDIES
ISSN/ISSBN：
0047-2506
DOI：
10.1057/palgrave.jibs.8490818
发表日期：
1995
页码：
729-753
关键词：
摘要：
A three-fold typology of subsidiary roles (world mandate, specialized contributor, local implementer) was induced from the literature and its empirical validity was confirmed, Adopting a configurational approach, we then explored the ways in which subsidiary 'structural context' varied across subsidiary role types, Structural context characteristics were determined through a discussion of the underlying principles of the 'hierarchy' and 'heterarchy' models of multinational organization, The key findings were: (a) higher strategic autonomy in world mandates than in local implementers; (b) a more internationally configured value-chain in world mandates and specialized contributors than local implementers; (c) lower levels of internal product flows in world mandates than the other two types; and (d) a significantly lower performance in specialized contributors, Implications for a configurational model of subsidiary management, and for heterarchy as a higher level conceptualization, are discussed.