Whither national subsidiaries? The need to refocus international management research on structures and processes that matter
journal contributionposted on 2021-03-29, 14:14 authored by Antony Edwards, Luda Svystunova, Phil Almond, Philipp KernPhilipp Kern, Kyoungmi Kim, Olga Tregaskis
The notion that multinational companies (MNCs) are comprised of multiple subsidiaries in different countries is one that underpins voluminous research in international management. This body of research was recently the subject of an authoritative and comprehensive review in this journal (Meyer, Li and Schotter, 2020). However, we share the concerns about the prevalence of the term ‘subsidiary’ within academic writing expressed by some others (MeesBuss, Welch and Westney, 2019) and take this further by questioning the assumptions of authority and control on which it is based. We argue that the role of national subsidiaries in how MNCs are organized has been eroded by developments ‘from above’ and ‘from below’ the national level such that it cannot be assumed that national subsidiaries are important influences on how MNCs govern and coordinate their production and service provision and how work is organized. We set out the implications for theory and methods in international management (IM).
- Loughborough University London
Published inJournal of International Business Studies
Pages203 - 210
PublisherPalgrave Macmillan (part of Springer Nature)
- AM (Accepted Manuscript)
Rights holder© Academy of International Business
Publisher statementThis is a post-peer-review, pre-copyedit version of an article published in Journal of International Business Studies. The definitive publisher-authenticated version Edwards, A. Whither national subsidiaries? The need to refocus international management research on structures and processes that matter. Journal of International Business Studies, 53 (1), pp.203-210 is available online at: https://doi.org/10.1057/s41267-021-00437-y.