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A micro-political perspective on subsidiary initiative-taking: Evidence from German-owned subsidiaries in France

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  • Dörrenbächer, Christoph
  • Geppert, Mike

Abstract

Summary As classical micro-political studies have shown, management behavior is not only constrained or enabled by certain cultural, structural and institutional patterns, but is shaped by individual interests and actor rationales. Based on the assumption that actors are neither the organs of given structures nor acting fully autonomously, the paper highlights how key foreign subsidiary managers interpret and integrate individual, socio-political, organizational as well as some home and host country factors into distinct subsidiary initiatives, which they then try to accomplish in negotiations with the headquarters. Empirically the paper builds on three explorative case studies undertaken in German-owned subsidiaries in France, covering all main forms of subsidiary initiatives (local, global and MNC internal subsidiary initiatives).

Suggested Citation

  • Dörrenbächer, Christoph & Geppert, Mike, 2009. "A micro-political perspective on subsidiary initiative-taking: Evidence from German-owned subsidiaries in France," European Management Journal, Elsevier, vol. 27(2), pages 100-112, April.
    • Handle: RePEc:eee:eurman:v:27:y:2009:i:2:p:100-112
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    Citations

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    Cited by:

    1. Florian Becker-Ritterspach & Christoph Dörrenbächer, 2011. "An Organizational Politics Perspective on Intra-firm Competition in Multinational Corporations," Management International Review, Springer, vol. 51(4), pages 533-559, August.
    2. Jacqueline Mees-Buss & Catherine Welch & D. Eleanor Westney, 2019. "What happened to the transnational? The emergence of the neo-global corporation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 50(9), pages 1513-1543, December.
    3. Sarabi, Almasa & Froese, Fabian J. & Chng, Daniel H.M. & Meyer, Klaus E., 2020. "Entrepreneurial leadership and MNE subsidiary performance: The moderating role of subsidiary context," International Business Review, Elsevier, vol. 29(3).
    4. Katsutoshi Fushimi, 2022. "Perceived Home and Host Country Institutional Environment Pressures by Bilateral Development Cooperation Agency's Constituents," Working Papers 228, JICA Research Institute.
    5. Roger Schweizer & Katarina Lagerström & Johan Jakobsson, 2021. "Headquarters–subsidiary interaction during the introduction of a value product in India," Asian Business & Management, Palgrave Macmillan, vol. 20(5), pages 666-688, November.
    6. Dörrenbächer, Christoph & Gammelgaard, Jens & McDonald, Frank & Stephan, Andreas & Tüselmann, Heinz, 2013. "Staffing foreign subsidiaries with parent country nationals or host country nationals? Insights from European subsidiaries," Working Papers 74, Berlin School of Economics and Law, Institute of Management Berlin (IMB).
    7. Servet Yalçınkaya & Gökmen Dağlı & Fahriye Altınay & Zehra Altınay & Ümit Kalkan, 2021. "The Effect of Leadership Styles and Initiative Behaviors of School Principals on Teacher Motivation," Sustainability, MDPI, vol. 13(5), pages 1-18, March.
    8. Gillmore, Edward, 2022. "Mandate dynamics and the importance of mandate loss for subsidiary evolution," International Business Review, Elsevier, vol. 31(6).
    9. John Geary & Roberta Aguzzoli, 2016. "Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 47(8), pages 968-996, October.
    10. Andrews, Daniel S. & Fainshmidt, Stav & Ambos, Tina & Haensel, Kira, 2022. "The attention-based view and the multinational corporation: Review and research agenda," Journal of World Business, Elsevier, vol. 57(2).
    11. Gorgijevski, Alexander & Holmström Lind, Christine & Lagerström, Katarina, 2019. "Does proactivity matter? the importance of initiative selling tactics for headquarters acceptance of subsidiary initiatives," Journal of International Management, Elsevier, vol. 25(4).
    12. Cavanagh, Andrew & Freeman, Susan & Kalfadellis, Paul & Herbert, Kendall, 2017. "Assigned versus assumed: Towards a contemporary, detailed understanding of subsidiary autonomy," International Business Review, Elsevier, vol. 26(6), pages 1168-1183.
    13. Schmid, Stefan & Dzedek, Lars R. & Lehrer, Mark, 2014. "From Rocking the Boat to Wagging the Dog: A Literature Review of Subsidiary Initiative Research and Integrative Framework," Journal of International Management, Elsevier, vol. 20(2), pages 201-218.
    14. Emma Stendahl & Svante Schriber & Esther Tippmann, 2021. "Control changes in multinational corporations: Adjusting control approaches in practice," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(3), pages 409-431, April.
    15. Jonas Puck & Thomas Lawton & Alexander Mohr, 2018. "The Corporate Political Activity of MNCs: Taking Stock and Moving Forward," Management International Review, Springer, vol. 58(5), pages 663-673, October.

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