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Using Technology as a Path to Subsidiary Development

In: Multinational Corporate Evolution and Subsidiary Development

Author

Listed:
  • William G. Egelhoff
  • Liam Gorman
  • Stephen McCormick

Abstract

Subsidiary development deals with the evolution and growth of foreign subsidiaries after they are established, or.after initial foreign direct investment has occurred (Birkinshaw and Hood, 1997). Unlike the initial foreign direct investment decision, which necessarily is a HQ decision, subsequent subsidiary development decisions are open to both HQand subsidiary influence. This chapter is primarily concerned with how subsidiaries attempt to influence their own development, and how they use technology as a path to further such development. Based on recent research in Irish subsidiaries, the view taken is that Irish subsidiaries are increasingly using technology to further subsidiary development within multinational corporations (MNCs).

Suggested Citation

  • William G. Egelhoff & Liam Gorman & Stephen McCormick, 1998. "Using Technology as a Path to Subsidiary Development," Palgrave Macmillan Books, in: Julian Birkinshaw & Neil Hood (ed.), Multinational Corporate Evolution and Subsidiary Development, chapter 9, pages 213-238, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-26467-4_9
    DOI: 10.1007/978-1-349-26467-4_9
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    Citations

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    Cited by:

    1. Dörrenbächer, Christoph & Gammelgaard, Jens, 2006. "Subsidiary redefinition: Charter loss in a German-owned subsidiary in Hungary," Discussion Papers, Research Unit: Internationalization and Organization SP III 2006-201, WZB Berlin Social Science Center.
    2. Ari Kokko & Victoria Kravtsova, 2008. "Innovative capability in MNC subsidiaries: evidence from four European transition economies," Post-Communist Economies, Taylor & Francis Journals, vol. 20(1), pages 57-75.
    3. Ming Pu & Pek-Hooi Soh, 2018. "The role of dual embeddedness and organizational learning in subsidiary development," Asia Pacific Journal of Management, Springer, vol. 35(2), pages 373-397, June.
    4. Dörrenbächer, Christoph & Gammelgaard, Jens, 2010. "Multinational corporations, inter-organizational networks and subsidiary charter removals," Journal of World Business, Elsevier, vol. 45(3), pages 206-216, July.
    5. repec:rdg:wpaper:em-dp2004-10 is not listed on IDEAS
    6. James Love & Stephen Roper, 2002. "Internal Versus External R&D: A Study of R&D Choice with Sample Selection," International Journal of the Economics of Business, Taylor & Francis Journals, vol. 9(2), pages 239-255.
    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. Dörrenbächer, Christoph & Gammelgaard, Jens, 2006. "Subsidiary role development: The effect of micro-political headquarters-subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries," Journal of International Management, Elsevier, vol. 12(3), pages 266-283, September.

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