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Dual Paths to Multinational Subsidiary Performance: Networking to Learning and Autonomy to Innovation

In: Creating Value through International Strategy

Author

Listed:
  • Sunil Venaik
  • David F. Midgley
  • Timothy M. Devinney

Abstract

Both directly and indirectly, the process of globalization is a dramatic determinant of the strategic posture, organizational structure, processes and performance of firms, both multinational and domestic. World Trade Organization (WTO) liberalization, the pervasiveness of communications technology and the advent of regional trading blocs are just a few of the reasons why the global imperative has become relevant for an increasing number of firms whose integration into the global economy requires expanded subsidiary operations and a deeper under-standing of the complexities of managing a global organization.

Suggested Citation

  • Sunil Venaik & David F. Midgley & Timothy M. Devinney, 2004. "Dual Paths to Multinational Subsidiary Performance: Networking to Learning and Autonomy to Innovation," Palgrave Macmillan Books, in: Africa Ariño & Pankaj Ghemawat & Joan E. Ricart (ed.), Creating Value through International Strategy, chapter 11, pages 130-144, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-00556-3_11
    DOI: 10.1057/9780230005563_11
    as

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