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dc.contributor.authorMcDonald, Frank*
dc.contributor.authorWarhurst, S.*
dc.contributor.authorAllen, M.*
dc.date.accessioned2011-06-28T16:39:49Z
dc.date.available2011-06-28T16:39:49Z
dc.date.issued2008
dc.identifier.citationMcDonald, F., Warhurst, S. and Allen, M. (2008). Autonomy, Embeddedness and the Performance of Foreign Owned Subsidiaries. Multinational Business Review. Vol. 16, No. 3, pp. 73-92.en_US
dc.identifier.urihttp://hdl.handle.net/10454/4925
dc.descriptionnoen_US
dc.description.abstractThis paper investigates whether changes in autonomy and embeddedness in host locations by foreign owned subsidiaries are associated with improvements in performance by subsidiaries. The results provide evidence that increasing operational decision-making autonomy is associated with enhanced performance as measured by both subjective and more objective measures of performance. The results on the importance of increasing strategic decision-making autonomy and embeddedness are less clear, with improved performance being detected in some cases, but only for the subjective measure of performance.en_US
dc.language.isoenen_US
dc.relation.isreferencedbyhttp://dx.doi.org/10.1108/1525383X200800014en_US
dc.subjectSubsidiariesen_US
dc.subjectAutonomyen_US
dc.subjectEmbeddednessen_US
dc.subjectPerformanceen_US
dc.subjectForeign owned subsidiariesen_US
dc.titleAutonomy, Embeddedness and the Performance of Foreign Owned Subsidiariesen_US
dc.status.refereedYesen_US
dc.typeArticleen_US
dc.type.versionNo full-text available in the repositoryen_US


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