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https://www.sciencedirect.com/science/article/pii/S1090951615000796
https://link.springer.com/chapter/10.1057/9780230510180_5
Nohria, N. and Ghoshal, S. (1994) ‘Differentiated fit and shared values: alternatives for managing headquarters—subsidiary relationship’, Strategic Management ... (2002) Headquarters—subsidiary Relationships in Multinational Companies: A British—German Comparison. In: Geppert M., Matten D., Williams K. (eds) Challenges for European ...
https://ex.hhs.se/dissertations/221908-FULLTEXT01.pdf
the headquarters-subsidiary relationships in six Swedish multinational corporations. This study was initiated in 1976 with the active and very constructive support of the late Dr. Bjorn Lundvall, Chairman of the Institute's Board 1975-1980. Results from the study have been reported in several articles and papers. This book provides the first compre
https://www.researchgate.net/publication/228920278_HQ-subsidiary_relationships_in_multinational_companies_a_British-German_comparison
On average, subsidiaries of British multinationals. have a lower interdependence with headquarters, a higher interdependence with other subsidi-. aries and a higher local responsiveness, than ...
https://link.springer.com/chapter/10.1057/9781137361639_3
Abstract. The integration of the activities carried out by the different international units of the multinational corporation is a key strategic requirement, one arising from the increasing globalization of most industries (Doz, 1996; Andrews, 2001; Paterson and Brock, 2002; Harzing, 2000; Bartlett and Ghoshal, 1988, 1989).
http://annirahimah.lecture.ub.ac.id/files/2013/09/Stewart_Johnston_Headquarters_and_Subsidiaries.pdf
This research is concerned with the relationship between headquarters (HQ) and subsidiaries in multinational corporations (MNCs). This will always be an important theme because the HQ-subsidiary connection is the primary conduit through which HQ is able to manage the corpo-ration. The relationship enables the transfer of the MNC’s ownership
https://link.springer.com/article/10.1186/s41469-019-0052-y
Abstract. This study examines how subsidiaries in multinational corporations (MNCs) experience interactions with corporate headquarters. We conceptualize such interactions in terms of organizing costs, focusing on two key types of costs: bargaining costs and information costs. Specifically, we examine how distance, coordination mechanisms, and …
https://www.researchgate.net/publication/301793134_Understanding_Agency_Problems_in_Headquarters-Subsidiary_Relationships_in_Multinational_Corporations_A_Contextualized_Model
The headquarter (principal) delegates responsibilities and decision-making power to the management of a foreign subsidiary (Hoenen and Kostova, 2015;O'Donnell, 2000) because, as …
https://journals.sagepub.com/doi/10.1177/0149206316648383
Abstract. This paper proposes an agency model for headquarters-subsidiary relationships in multinational organizations with headquarters as the principal and the subsidiary as the agent. As a departure from classical agency theory, our model is developed for the unit level of analysis and considers two root causes of the agency problem—self-interest and …
https://link.springer.com/content/pdf/10.1186%2Fs41469-019-0052-y.pdf
of how subsidiaries are affected by various governance mechanisms installed by HQ. The headquarter-subsidiary relationship is crucial for the overall functioning of MNCs (Kostova et al. 2016). Importantly, operating at low organizing costs is of para-mount significance for any MNC as this has a direct effect on MNCs’ performance
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