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Micro-strategizing within the Subsidiaries of MNCs: From Institutionalized Routines to Dynamic Capabilities Development

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  • Marielle Audrey Payaud

    (Euristik - Equipe de Recherche en management stratégique - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

  • Ali Taleb

    (Euristik - Equipe de Recherche en management stratégique - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

Abstract

This paper explores the mechanisms by which strategizing practices emerge within organizations and institutionalize to become sustainable organizational capabilities. An empirical study of strategizing activities within two subsidiaries of a multinational corporation (MNC) suggests that the dynamics between the corporate office and the subsidiaries play a key role in the dynamization of local strategizing capabilities. The configuration of this local/global relationship from an organizational, institutional, and cultural perspectives influence both the creation and sustainability of local dynamic capabilities overtime

Suggested Citation

  • Marielle Audrey Payaud & Ali Taleb, 2008. "Micro-strategizing within the Subsidiaries of MNCs: From Institutionalized Routines to Dynamic Capabilities Development," Post-Print hal-00376611, HAL.
    • Handle: RePEc:hal:journl:hal-00376611
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