This book expands the business network view on managerial issues in multinational corporations. Specifically, it scrutinises the importance of a subsidiary's external and internal business network for its strategic and organizational role within the corporation.
The internationalisation of firms in terms of management issues and headquarters control, the influence of subsidiaries on decisions and learning processes within multinational corporations are examined in detail. It is argued that to understand these issues, it is necessary to analyse the context of the multinational corporation in terms of the subsidiaries' external and internal business networks. The authors also explore the extent to which subsidiaries are embedded in close relationships with other business partners and the ability of headquarters to retain control if their subsidiaries are given the opportunity to influence decisions concerning strategic investments. The theoretical elements of the book are underpinned by illustrative cases from an extensive database of 20 multinational corporations.
Grounding its analyses and conclusions on unique and extensive data on specific business relationships at the subsidiary level in multinational corporations, this book will be invaluable to students, researchers and lecturers focusing on management and international business.
Mats Forsgren, Ulf Holm and Jan Johanson, Department of Business Studies, Uppsala University, Sweden
Contents: Preface 1. The Multinational Corporation from a Business Network Angle Part I: The Business Firm in an International Context 2. The Business Firm in International Business Networks 3. Development of Business Relationships - The Case of Danke 4. Development of a Business Network - The Case of Danke 5. Internationalization of the Business Firm Part II: Introducing the Embedded Multinational 6. Three Dimensions of Internationalization 7. The Embedded Multinational 8. The Embedded Multinational - An Empirical Illustration Part III: Management of the Embedded Multinational 9. Control and Influence in the Embedded Multinational 10. Subsidiary Power in the Embedded Multinational 11. Transfer of Knowledge in the Embedded Multinational - The Role of Shared Values and Business Networks 12. Learning in the Embedded Multinational 13. The Embedded Multinational - An Epilogue Appendix I: Research Methods Appendix II: Publications of the MIN Program Appendix III: Corporate and External Embeddedness at the Subsidiary Level Bibliography Index