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- Edward, Gillmore, et al.
(författare)
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How subsidiaries influence innovation in the MNE value chain
- 2018
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Ingår i: TRANSNATIONAL CORPORATIONS. - : United Nations Publications. - 1014-9562 .- 2076-099X. ; 25:1, s. 73-100
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Tidskriftsartikel (refereegranskat)abstract
- As multinational enterprises increasingly disaggregate their value chains and assign functional responsibilities to foreign subsidiaries, they are increasingly focused on augmenting spatially distant activities and resources. At the same time, despite subsidiary managers operating at the “middle” of the organization and having awareness of operational and strategic contexts, they have received significant criticism for hindering the successful coordination and integration of value chain activities. This appears counterintuitive as, on the one hand, MNEs are increasingly disaggregating their value chains and, on the other, subsidiary managers act as frontline managers, at the intersection of their local context and the MNE. We examine the resource stocks of six subsidiaries and the activities of subsidiary managers locally and across global value chains. The results indicate that integration responsibilities are decentralized, as properties of subsidiary mandates, and that the subsidiary managers' connectivity activities significantly affect the strategic influence that they subsidiary can exercise locally and globally. The results also contain important information for policymakers.
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| 4. |
- Gillmore, Edward, 1983-, et al.
(författare)
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How subsidiaries influence innovation in the MNE value chain
- 2018
-
Ingår i: Transnational Corporations Journal. - : United Nations Conference on Trade and Development. - 1014-9562 .- 2076-099X. ; 25:1, s. 73-100
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Tidskriftsartikel (refereegranskat)abstract
- As multinational enterprises increasingly disaggregate their value chains and assign functional responsibilities to foreign subsidiaries, they are increasingly focused on augmenting spatially distant activities and resources. At the same time, despite subsidiary managers operating at the “middle” of the organization and having awareness of operational and strategic contexts, they have received significant criticism for hindering the successful coordination and integration of value chain activities. This appears counterintuitive as, on the one hand, MNEs are increasingly disaggregating their value chains and, on the other, subsidiary managers act as frontline managers, at the intersection of their local context and the MNE. We examine the resource stocks of six subsidiaries and the activities of subsidiary managers locally and across global value chains. The results indicate that integration responsibilities are decentralized, as properties of subsidiary mandates, and that the subsidiary managers’ connectivity activities significantly affect the strategic influence that they subsidiary can exercise locally and globally. The results also contain important information for policymakers.
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| 6. |
- Memar, Noushan, et al.
(författare)
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IT’S SIMPLY COMPLICATED! : On the Consequences of Subsidiary Strategic Activities During Change Period
- 2016
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Today indeed MNEs are relying on the knowledge of many countries around the globe. Considering this, many MNEs fine-slice their value chain even R&D activities and send them across different subsidiaries [1, 2]. Although international R&D is not a new phenomenon [3] but interestingly, there is little evidence on how R&D mandate gain of the subsidiary increases the likelihood of subsidiary innovation. In this study, we explain the strategic boundary spanning activities of subsidiary’s managers ex-post gaining an R&D mandate on strategic learning of the subsidiary to explain the effects of these activities and capability enhancements on the subsidiary’s innovation. This research contributes to the existing literature by studying the effects of subsidiary managers’ different activities on subsidiary innovation. Additionally, this study enables the HQs’ executives to foresee the innovation potential of a subsidiary and at the same time gives the subsidiary’s managers, the ability to maximize innovations by designing an appropriate strategy within their internal and external environments during the change period.
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| 8. |
- Memar, Noushan, et al.
(författare)
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Teaching Causation and Effectuation in the Large Classroom: A Production–Trade Game
- 2021
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Ingår i: Journal of Management Education. - : SAGE Publications. - 1052-5629 .- 1552-6658. ; 45:3, s. 438-478
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Tidskriftsartikel (refereegranskat)abstract
- Researchers claim that experiential learning approaches (e.g., gamification) are well-suited to management and entrepreneurship education. However, this research has been conducted mostly in small classroom settings. With the increases in the number of university business students, many business courses have also increased in size. The large classroom setting introduces new pedagogic concerns, in particular regarding the complexity of the teaching–learning environment, as a result of students having diverse educational backgrounds, skills, and learning styles. This article explores this concern in its investigation of the ways in which business higher education can prompt various business behaviors among students in large classrooms.By utilizing the gamification of concepts, we created an experiential learning exercise—the Strategic Business Game. Questionnaire surveys conducted with the 126 university students enrolled into two majors during the game reveal that this educational learning experience prompts the students’ causation and effectuation behaviors. In this educational learning experience, the complexity of the large classroom is seen as an advantage and gives the educators an opportunity to increase the quality of the student interaction. Furthermore, this study emphasizes the appropriateness of experiential learning through gamification on individuals’ business behaviors as revealed in large classes in management and entrepreneurship education.
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