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Subsidiary Management’s Horizontal Boundary Spanning Activity as Entrepreneurial Behaviour

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Abstract

To date, the rich subsidiary literature has largely overlooked the individual entrepreneurial behaviours required by subsidiary managers to build crucial linkages and access vital knowledge. This chapter addresses this issue and takes a microfoundational approach to develop a typology of subsidiary managers’ attentional engagement on key boundary spanning strategic activities. By substantiating middle managers’ strategic activities outside the realm of the direct TMT perspective, the chapter proposes an integrated framework of middle managers’ horizontal boundary spanning activities in multinational corporations (MNCs). Furthermore, this chapter reveals insights on the true levels of strategic coordination required to manage large complex organizations, and how managers focus their attention on different horizontal activities to drive corporate entrepreneurship depending on the specific agenda of their management context.

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Authors and Affiliations

  1. DCU Business School, Dublin, Ireland

    Dónal O’Brien & Pamela Scott Sharkey

  2. Mälardalen University, Västerås, Sweden

    Ulf Andersson

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  1. Dónal O’Brien
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  2. Pamela Scott Sharkey
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Correspondence to Dónal O’Brien .

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  1. DCU Business School, Dublin City University, Dublin, Ireland

    Maura McAdam

  2. Newcastle Business School, Northumbria University, Newcastle upon Tyne, UK

    James A. Cunningham

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O’Brien, D., Sharkey, P.S., Andersson, U. (2019). Subsidiary Management’s Horizontal Boundary Spanning Activity as Entrepreneurial Behaviour. In: McAdam, M., Cunningham, J.A. (eds) Entrepreneurial Behaviour. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-04402-2_8

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