Subsidiary Roles, Perception Gaps and Conflict – A Social Psychological Approach
作者： Stefan Schmid , Andrea Daniel
DOI: 10.1007/978-3-8349-8797-6_7
关键词: International business 、 Subsidiary 、 Management 、 Political science 、 Public relations 、 Perception 、 Empirical research 、 Multinational corporation
摘要: Michael Kutschker is one of the scholars in management who suggested already a long time ago that we should study firms general and multinational corporations (MNCs) particular from network perspective (Kutschker 1980, Kutschker/Schmid 1995).1 Nowadays it quite common international business (IB) literature to view as networks. While many contributions focus on inter-organizational local networks (e.g., Powell/Koput/Smith-Doerr 1996, McEvily/Zaheer 1999, Andersson/Forsgren/Holm 2002), this paper concentrates intra-organizational (Hedlund 1986, Prahalad/Doz 1987, Bartlett/Ghoshal 1991, Schmid/Schurig/Kutschker 2002). One important assumption MNC models subsidiaries can take highly differentiated roles fulfil different functions for entire or parts (Bartlett/Ghoshal p. 88, Ghoshal/Nohria 1989, 323, Birkinshaw/Hood 1998a, 6, Paterson/Brock 2002, 142). The notion subsidiary has inspired considerable amount conceptual work well empirical research (e.g. White/Poynter 1984, Young/Hood/Dunlop 1988, Jarillo/Martinez 1990, Gupta/Govindarajan 1994; an overview see Schmid/Baurle/Kutschker 1998, Schmid/Kutschker 2003).
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