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The integration-responsiveness framework and subsidiary management: A commentary

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  • Haugland, Sven A.

Abstract

This commentary article discusses the appropriateness of using the integration-responsiveness framework for studying subsidiary management. The framework is frequently used and highly accepted in the international business literature, but the research contributions of applying the framework can be questioned. This commentary article discusses the applicability of the framework from a theoretical point of view, and furthermore, argues that it is difficult to empirically test subsidiary strategies and management based on hypotheses derived from the framework, and that the implications that can be drawn have limited theoretical content.

Suggested Citation

  • Haugland, Sven A., 2010. "The integration-responsiveness framework and subsidiary management: A commentary," Journal of Business Research, Elsevier, vol. 63(1), pages 94-96, January.
    • Handle: RePEc:eee:jbrese:v:63:y:2010:i:1:p:94-96
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    References listed on IDEAS

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    1. Kendall Roth & Allen J Morrison, 1990. "An Empirical Analysis of the Integration-Responsiveness Framework in Global Industries," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 21(4), pages 541-564, December.
    2. Gabriel R. G. Benito, 2005. "Divestment and international business strategy," Journal of Economic Geography, Oxford University Press, vol. 5(2), pages 235-251, April.
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    2. Ziyi Wei & Quyen T. K. Nguyen, 2020. "Local responsiveness strategy of foreign subsidiaries of Chinese multinationals: The impacts of relational-assets, market-seeking FDI, and host country institutional environments," Asia Pacific Journal of Management, Springer, vol. 37(3), pages 661-692, September.
    3. König, Andreas & Fehn, Angela & Puck, Jonas & Graf-Vlachy, Lorenz, 2017. "Primary or complex? Towards a theory of metaphorical strategy communication in MNCs," Journal of World Business, Elsevier, vol. 52(2), pages 270-285.
    4. Głodowska Agnieszka & Pera Bożena & Wach Krzysztof, 2019. "International Strategy as the Facilitator of the Speed, Scope, and Scale of Firms’ Internationalization," Journal of Management and Business Administration. Central Europe, Sciendo, vol. 27(3), pages 55-84, September.
    5. Grøgaard, Birgitte, 2012. "Alignment of strategy and structure in international firms: An empirical examination," International Business Review, Elsevier, vol. 21(3), pages 397-407.
    6. Nigel Martin Healey, 2018. "The Optimal Global Integration–Local Responsiveness Tradeoff for an International Branch Campus," Research in Higher Education, Springer;Association for Institutional Research, vol. 59(5), pages 623-649, August.
    7. Qu, Riliang & Zhang, Zelin, 2015. "Market orientation and business performance in MNC foreign subsidiaries— Moderating effects of integration and responsiveness," Journal of Business Research, Elsevier, vol. 68(5), pages 919-924.
    8. Banerjee, Shantanu & Venaik, Sunil & Brewer, Paul, 2019. "Analysing corporate political activity in MNC subsidiaries through the integration-responsiveness framework," International Business Review, Elsevier, vol. 28(5), pages 1-1.
    9. Swoboda, Bernhard & Morbe, Lukas & Hirschmann, Johannes, 2018. "International strategy’s effects on retailers’ local implementation and performance," International Business Review, Elsevier, vol. 27(3), pages 642-653.
    10. Williams, Christopher & Colovic, Ana & Zhu, Jiqing, 2017. "Integration-responsiveness, local hires and subsidiary performance amidst turbulence: Insights from a survey of Chinese subsidiaries," Journal of World Business, Elsevier, vol. 52(6), pages 842-853.

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