At the centre of the interface between the developmental needs of national industry and evolutionary processes in the MNEs’ subsidiaries are knowledge-seeking and knowledge-generation processes.
Based on new survey evidence, we examine the strategies of MNE in Central and Eastern Europe (CEE). In particular, we investigate the knowledge characteristics of MNE subsidiaries in CEE by analysing the roles of subsidiaries, market orientation and sources of technology over time.
This is a preview of subscription content, access via your institution.
Buy single article
Instant access to the full article PDF.
Tax calculation will be finalised during checkout.
Subscribe to journal
Immediate online access to all issues from 2019. Subscription will auto renew annually.
Tax calculation will be finalised during checkout.
Bartlett, C. A./ Ghoshal, S., Tap Your Subsidiaries for Global Reach, Harvard Business Review, 64, 1986, pp. 87–94.
Bartlett, C. A./ Ghoshal, S., Managing Across Borders: The Transnational Solution, London: Hutchinson Business Books 1989.
Bartlett, C. A./ Ghoshal S., Managing Innovations in the Transnational Corporation, in Bartlett, C. A./ Doz, Y./ Hedlund, G. (eds.), Managing the Global Firm, London: Routledge 1990, pp. 215–255.
Behrman, J. N., Industrial Policies: International Restructuring and Transnationals, Lexington, Mass: Lexington Books 1984.
Birkinshaw, J. M., Approaching Heterarchy: A Review of the Literature on Multinational Strategy and Structure, Advances, International Comparative Management, 9, 1994, pp. 111–144.
Birkinshaw, J. M., How Multinational Subsidiary Mandates Are Gained and Lost, Journal of International Business Studies, 27, 1996, pp. 467–495.
Birkinshaw, J. M./ Hood, N. (eds.), Multinational Corporate Evolution and Subsidiary Development, London: Macmillan 1998.
Birkinshaw, J. M./ Hood, N., An Empirical Study of Development Processes in Foreign-Owned Subsidiaries in Canada And Scotland, Management International Review, 37, 1997, pp. 339–364.
Birkinshaw, J. M./ Morrison, A. J, Configuration of Strategy and Structure in Subsidiaries of Multinational Corporations, Journal of International Business Studies, 26, 1995, pp. 729–754.
Birkinshaw, J. M./ Ridderstrale, J., Fighting the Corporate Immune System: A Process Study of Subsidiary Initiatives in Multinational Corporations, Journal of International Business Studies, 8, 1999, pp. 149–180.
Buckley, P. J./ Ghauri, P. N. (eds.), The Global Challenge for Multinational Enterprises: Managing Increasing Inter-Dependence, Amsterdam: Elsevier 1999.
D’Cruz, J., Strategic Management of Subsidiaries, in Etemad, H. D./ Seguin, L. (eds.), Managing the Multinational Subsidiary, London: Croom Helm 1986, pp. 75–89.
Donges, J. B./ Wieners, J., Foreign Investment in the Transformation Process of Eastern Europe, The International Trade Journal, 8, 1994, pp. 163–191.
Dunning, J. H., Multinational Enterprises and the Global Economy, Wokingham: Addison Wesley 1993.
Dunning, J. H., Re-Evaluating the Benefits of Foreign Direct Investment, Transnational Corporations, 3, 1994, pp. 23–52.
Estrin, S./ Hughes, K./ Todd, S., Foreign Direct Investment in Central and Eastern Europe, Multinationals in Transition, London: Pinter 1997.
Ghauri, P. N., New Structures in MNCs Based in Small Countries, European Management Journal, 10, 3, 1992, pp. 357.
Ghoshal, S./ Bartlett, C. A, The Multinational Corporation as an Interorganizational Network, Academy of Management Review, 15, 1990, pp. 603–625.
Ghoshal, S./Nohria, N., Internal Differentiation within Multinational Corporations, Strategic Management Journal, 10, pp. 323-337.
Hedlund, G., The Hypermodern MNC: A Heterarchy?, Human Resource Management, 25, 1986, pp. 9–35.
Hedlund, G., Assumptions of Hierarchy and Heterarchy, with Applications to the Management of the Multinational Corporation, in Ghoshal S./ Westney, D. E. (eds.), Organisational Theory and the Multinational Corporation, London: Macmillan 1993, pp. 211–236.
Hedlund, G./ Rolander, D., Action in Heterarchies: New Approaches to Managing the MNC, in Bartlett, C. A./ Doz, Y./ Hedlund, G. (eds.), Managing the Global Firm, London: Routledge 1990, pp. 15–46.
Hood, N./ Young, S., Inward Investment and the EC: UK Evidence on Corporate Integration Strategies, in Dunning, J. H./ Robson, P. (eds.), Multinationals and the European Community, Oxford: Blackwell 1988, pp. 91–104.
Hood, N./ Young, S./ Lal, D., Strategic Evolution within Japanese Manufacturing Plants in Europe: UK Evidence, International Business Review, 3, 2, 1994, pp. 97–122.
Lankes, H. P./ Venables, A. J., Foreign Direct Investment in Economic Transition: The Changing Pattern of Investments, Economics of Transition, 4, 1996, pp. 331–347.
Manea, J., Multinational Enterprises’ Strategies and their Implications for the Processes of Transformation and Development in Central and Eastern European Transition Economies, PhD thesis, University of Reading, United Kingdom, 2002.
Meyer, K. E., Direct Investment in Economies in Transition, Cheltenham: Elgar 1998.
Meyer, K. E., Perspectives on Multinational Enterprises in Emerging Economies, Journal of International Business Studies, 34, 4, 2004, pp. 259–277.
Moran, T. H., Foreign Direct Investment and Development, the New Policy Agenda for Developing Countries and Economies in Transition, Washington DC: The Institute for International Economics, 1999.
Mutinelli, M./ Piscitello, L., Differences in the Strategic Orientation of Italian MNEs in Central and Eastern Europe: The Influence of Firm-Specific Factors, International Business Review, 6, 1997, pp. 185–205.
Papanastassiou, M./ Pearce, R., Multinationals, Technology and National Competitiveness, Cheltenham: Elgar 1999.
Pearce, R., The Internationalisation of Research and Development by Multinational Enterprises, London: Macmillan 1989.
Pearce, R., World Product Mandate and MNE Specialisation, Scandinavian International Business Review, 1, 2, 1992, pp. 38–58.
Pearce, R., The Evolution of Technology in MNEs: The Role of Creative Subsidiaries, International Business Review, 8, 2, 1999, pp. 125–148.
Rojec, M., Foreign Direct Investment in the Transformation Process, Development and International Co-operation, X, 1994, pp. 5–26.
Rojec, M./ Svetlicic, M., Foreign Direct Investment in Slovenia, Transnational Corporations, 2, 1993, pp. 135–151.
Roth, K./ Morrison, A. J., Implementing Global Strategy: Characteristics of Global Subsidiary Mandates, Journal of International Business Studies, 23, 1992, pp. 715–735.
Taggart, J. H., Multinational Manufacturing Subsidiaries in Scotland: Strategic Role and Economic Impact, International Business Review, 5, 5, 1996, pp. 447–468.
Taggart, J. H., MNC Subsidiary Performance, Risk and Corporate Expectations, International Business Review, 8, 2, 1999, pp. 235–255.
White, R. E./ Poynter, T. A., Strategies for Foreign: Owned Subsidiaries in Canada, Business Quarterly, 9, 1984, pp. 59–69.
White, R. E./ Poynter, T. A., Organising for World-Wide Advantage, in Bartlett, C. A./ Doz, Y./ Hedlund, G. (eds.), Managing the Global Firm, London: Routledge, 1990, pp. 95–113.
Young, S., European Business and Environments in the 1990s, in Young, S./ Hamill, J. (eds.), Europe and the Multinationals: Issues and Responses for the 1990s, Cheltenham: Elgar 1992, pp. 3–17.
Young, S./ Hood, N./ Peters, E., Multinational Enterprises and Regional Economic Development, Regional Studies, 22, 1994, pp. 487–497.
About this article
Cite this article
Manea, J., Pearce, R. MNEs’ strategies in Central and Eastern Europe: key elements of subsidiary behaviour. MANAGE. INT. REV. 46, 235–255 (2006). https://doi.org/10.1007/s11575-006-0046-1
- Foreign Direct Investment
- Transition Economy
- Multinational Enterprise
- Host Economy
- International Business Review