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Determinants of autonomy in multinational corporation subsidiaries

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  • Taggart, James
  • Hood, Neil

Abstract

This 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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  • Taggart, James & Hood, Neil, 1999. "Determinants of autonomy in multinational corporation subsidiaries," European Management Journal, Elsevier, vol. 17(2), pages 226-236, April.
  • Handle: RePEc:eee:eurman:v:17:y:1999:i:2:p:226-236
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    1. Eric von Hippel, 1994. ""Sticky Information" and the Locus of Problem Solving: Implications for Innovation," Management Science, INFORMS, pages 429-439.
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