%0 Journal Article %1 Birkinshaw:1995:ibs %A Birkinshaw, Julian M. %A Morrison, Allen J. %D 1995 %J J. of Int'l Business Studies %K imported thesis %N 4 %P 729--753 %R 10.1057/palgrave.jibs.8490818 %T Configurations of Strategy and Structure in Subsidiaries of Multinational Corporations %V 26 %X 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.

@article{Birkinshaw:1995:ibs, abstract = {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.}, added-at = {2017-03-16T11:50:55.000+0100}, author = {Birkinshaw, Julian M. and Morrison, Allen J.}, biburl = {https://www.bibsonomy.org/bibtex/2b84c41c242a93213e87819c65fabba8b/krevelen}, doi = {10.1057/palgrave.jibs.8490818}, interhash = {fe3770640621dff37f281d8f681d8071}, intrahash = {b84c41c242a93213e87819c65fabba8b}, issn = {00472506}, journal = {J. of Int'l Business Studies}, keywords = {imported thesis}, month = {4th Qtr.}, number = 4, owner = {Rick}, pages = {729--753}, timestamp = {2017-03-16T11:54:14.000+0100}, title = {Configurations of Strategy and Structure in Subsidiaries of Multinational Corporations}, volume = 26, year = 1995 }