Determinants of autonomy in multinational corporation subsidiaries
AbstractThis paper reports on a survey of German and Japanese manufacturing affiliates located in the British Isles. One focus of interest is the degree of autonomy possessed by the subsidiary, and linkages between this and a range of strategic variables is explored. A second element of the investigation examines how the level of autonomy may be predicted from a smaller number of significant strategic variables. The paper concludes with a discussion of the implications of high autonomy at subsidiary level and some reflections on ramifications for multinational corporation (MNC) parents and policy makers. High-autonomy subsidiaries are identified as critical for the economic development objectives of policy makers.
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Bibliographic InfoArticle provided by Elsevier in its journal European Management Journal.
Volume (Year): 17 (1999)
Issue (Month): 2 (April)
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