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Centres of Excellence in Multinational Companies: The Case of Denmark

In: Multinational Corporate Evolution and Subsidiary Development

Author

Listed:
  • Mats Forsgren
  • Torben Pedersen

Abstract

An important body of literature on multinational corporations (MNCs) relates to how they are organised, and especially the role of the subsidiaries within the organisation. (see Doz and Prahalad, 1981; Egelhoff, 1988; Bartlett and Ghoshal, 1989; Forsgren, 1989; Ghoshal and Nohria, 1989; Ghoshal and Bartlett, 1990; Gupta and Govindarajan, 1991, 1994; Forsgren and Johanson, 1992.) One theme in recent writings is the need to change from a situation of the firm as a bundle of headquarters-subsidiary relationships into a more complicated system with reciprocal interdependencies between units in different countries (Hedlund, 1986, Bartlett et al., 1990). Connected with this view is the assumption that the competitiveness of the modern MNC is characterised by a shift away from the initial stage of proprietary knowledge and brand labels to the exploitation of international activities through economies of scale and scope, learning and operating flexibility (Kogut, 1990).

Suggested Citation

  • Mats Forsgren & Torben Pedersen, 1998. "Centres of Excellence in Multinational Companies: The Case of Denmark," Palgrave Macmillan Books, in: Julian Birkinshaw & Neil Hood (ed.), Multinational Corporate Evolution and Subsidiary Development, chapter 6, pages 141-161, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-26467-4_6
    DOI: 10.1007/978-1-349-26467-4_6
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    Citations

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    Cited by:

    1. Schmid, Stefan & Schurig, Andreas, 2003. "The development of critical capabilities in foreign subsidiaries: disentangling the role of the subsidiary's business network," International Business Review, Elsevier, vol. 12(6), pages 755-782, December.
    2. Filip De Beule, 2011. "Localization, Globalization and Networks of foreign Subsidiaries," Working Papers id:4500, eSocialSciences.
    3. Helmut Gassler & Brigitte Nones, 2008. "Internationalisation of R&D and embeddedness: the case of Austria," The Journal of Technology Transfer, Springer, vol. 33(4), pages 407-421, August.
    4. Marina Papanastassiou & Robert Pearce & Antonello Zanfei, 2020. "Changing perspectives on the internationalization of R&D and innovation by multinational enterprises: A review of the literature," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 51(4), pages 623-664, June.
    5. Reger, Guido, 2004. "Coordinating globally dispersed research centres of excellence--the case of Philips Electronics," Journal of International Management, Elsevier, vol. 10(1), pages 51-76.
    6. Ciabuschi, Francesco & Dellestrand, Henrik & Kappen, Philip, 2012. "The good, the bad, and the ugly: Technology transfer competence, rent-seeking, and bargaining power," Journal of World Business, Elsevier, vol. 47(4), pages 664-674.
    7. Jens Gammelgaard & Frank McDonald & Heinz Tüselmann & Christoph Dörrenbächer & Andreas Stephan, 2009. "Subsidiary Role and Skilled Labour Effects in Small Developed Countries," Management International Review, Springer, vol. 49(1), pages 27-42, February.
    8. Alarik, Björn, 2000. "From M-form to N-form: The Structure of Multinational Corporations," FE rapport 2000-378, University of Gothenburg, Department of Business Administration.
    9. Santoro, Gabriele & Bresciani, Stefano & Papa, Armando, 2020. "Collaborative modes with Cultural and Creative Industries and innovation performance: The moderating role of heterogeneous sources of knowledge and absorptive capacity," Technovation, Elsevier, vol. 92.
    10. Andersson, Ulf & Forsgren, Mats & Pedersen, Torben, 2001. "Subsidiary performance in multinational corporations: the importance of technology embeddedness," International Business Review, Elsevier, vol. 10(1), pages 3-23, February.

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