Perception Gaps between Headquarters and Subsidiary Managers: Differing Perspectives on Subsidiary Roles and their Implications
Andrea Daniel not only compares headquarters and subsidiary managers’ perceptions of a subsidiary’s role, but she analyzes the implications of perception gaps for the headquarters-subsidiary relationship.
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2 Central Concepts
3 Conceptual Framework
4 Empirical Study
5 Empirical Findings
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Arvidsson Autocomp autonomy Bartlett & Ghoshal behavioural expectations Birkinshaw Chinese subsidiary conceptual framework concerning the subsidiary’s considered differentiation empirical findings function further implications gaps between headquarters Harzing headquarters and subsidiary headquarters managers headquarters representatives headquarters respondents headquarters-subsidiary conflict headquarters-subsidiary relationship heterarchy HR management IB literature implications of perception individual inflow from headquarters input instance interviews involvement in value issues Kahn’s Katz & Kahn Katz and Kahn knowledge inflow knowledge outflow Kutschker market importance marketing and sales Multinational Corporations network MNCs open system approach organization organizational units perception gaps concerning perception gaps regarding perspective present study process conflict product scope qualitative research questionnaire results regarding the subsidiary’s Respondent talks role behaviour role concept role expectations Schmid should-be role strategic subsidiary representatives subsidiary respondents subsidiary role dimensions subsidiary’s behaviour subsidiary’s capabilities subsidiary’s market system theory taken into account Turkish subsidiary value chain activities