Conditions influencing headquarters and foreign subsidiary roles in marketing activities and their effects on performance
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
Volume (Year): 34 (2003)
Issue (Month): 6 (November)
|Contact details of provider:|| Web page: http://www.palgrave-journals.com/|
Web page: https://aib.msu.edu/
|Order Information:||Web: http://www.springer.com/business+%26+management/journal/41267/PS2|
When requesting a correction, please mention this item's handle: RePEc:pal:jintbs:v:34:y:2003:i:6:p:567-585. See general information about how to correct material in RePEc.
If references are entirely missing, you can add them using this form.