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Conditions influencing headquarters and foreign subsidiary roles in marketing activities and their effects on performance

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Author Info

  • K Hewett

    (Management and Marketing Department, College of Business Administration, Winthrop University, Rock Hill, USA)

  • M S Roth

    (Moore School of Business, University of South Carolina, Columbia, USA)

  • K Roth

    (Moore School of Business, University of South Carolina, Columbia, USA)

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    Abstract

    In this study, we examine the extent to which foreign subsidiaries are responsible for the development and implementation of marketing activities, as compared with these activities being controlled by headquarters. We propose and test a model of conditions that affect such headquarters and subsidiary roles, and explore the extent to which the alignment of these roles with certain conditions is associated with product performance. Our findings suggest that the more closely headquarters and subsidiary roles in marketing activities are aligned with relational, industry, and market conditions, the greater market share tends to be. Journal of International Business Studies (2003) 34, 567–585. doi:10.1057/palgrave.jibs.8400054

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    Bibliographic Info

    Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.

    Volume (Year): 34 (2003)
    Issue (Month): 6 (November)
    Pages: 567-585

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    Handle: RePEc:pal:jintbs:v:34:y:2003:i:6:p:567-585

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    Web page: http://www.palgrave-journals.com/

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    Cited by:
    1. Urmas Varblane & Katrin Männik & Helena Hannula, 2005. "Autonomy And Performance Of Foreign Subsidiaries In Transition Countries," University of Tartu - Faculty of Economics and Business Administration Working Paper Series 38, Faculty of Economics and Business Administration, University of Tartu (Estonia).
    2. Urmas Varblane & Katrin Männik & Helena Hannula, 2005. "Autonomy and Performance of Foreign Subsidiaries in five Transition Countries," William Davidson Institute Working Papers Series wp780, William Davidson Institute at the University of Michigan.
    3. Hughes, Paul & Morgan, Robert E., 2008. "Fitting strategic resources with product-market strategy: Performance implications," Journal of Business Research, Elsevier, vol. 61(4), pages 323-331, April.
    4. Scott, Pamela & Gibbons, Patrick & Coughlan, Joseph, 2010. "Developing subsidiary contribution to the MNC--Subsidiary entrepreneurship and strategy creativity," Journal of International Management, Elsevier, vol. 16(4), pages 328-339, December.
    5. Schleimer, Stephanie C. & Coote, Leonard V. & Riege, Andreas, 2014. "Headquarters to subsidiary transfer effects on marketing strategy exploitation," Journal of Business Research, Elsevier, vol. 67(3), pages 307-315.
    6. Grøgaard, Birgitte, 2012. "Alignment of strategy and structure in international firms: An empirical examination," International Business Review, Elsevier, vol. 21(3), pages 397-407.

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