Abstract
There continues to be a high level of interest in academic circles regarding the roles of subsidiary companies in multinational corporations (MNCs). This interest has been directed primarily towards the implications of subsidiary companies taking ever more strategic roles within their corporate system. As subsidiaries become ‘strategic leaders’ and gain ‘world product mandates’, it is argued, their relationship with headquarters shifts from one of subordination to equal partnership. This suggests a higher level of strategic discretion and opportunities for initiative on the part of the subsidiary (Birkinshaw, 1995), and a wholesale shift in the organisational logic of the MNC (Hedlund, 1994).
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© 1998 Palgrave Macmillan, a division of Macmillan Publishers Limited
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Birkinshaw, J. (1998). Foreign-Owned Subsidiaries and Regional Development: The Case of Sweden. In: Birkinshaw, J., Hood, N. (eds) Multinational Corporate Evolution and Subsidiary Development. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-26467-4_11
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DOI: https://doi.org/10.1007/978-1-349-26467-4_11
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