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Perception Gaps between Headquarters and Subsidiary Managers

Differing Perspectives on Subsidiary Roles and their Implications

  • Authors
  • Andrea Daniel

Table of contents

  1. Front Matter
    Pages I-XXIII
  2. Andrea Daniel
    Pages 1-4
  3. Andrea Daniel
    Pages 5-53
  4. Andrea Daniel
    Pages 54-110
  5. Andrea Daniel
    Pages 111-146
  6. Andrea Daniel
    Pages 147-239
  7. Andrea Daniel
    Pages 240-256
  8. Back Matter
    Pages 257-300

About this book

Introduction

In the past decades, the notion of differentiated subsidiary roles within multinational network corporations has inspired a considerable amount of research. Surprisingly, the question of whether headquarters and subsidiary managers perceive a certain subsidiary’s role in the same way has been neglected. 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. The author develops a novel conceptual framework that allows to examine headquarters-subsidiary relationships and, in particular, the subsidiary role concept. This framework proposes headquarters-subsidiary conflict as the main implication of perception gaps.

Keywords

Internationales Management Konkflikt Manager Multinationale Unternehmen Netzwerkunternehmen Tochtergesellschaften headquarters-subsidiary

Bibliographic information