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Balancing Subsidiary Influence in the Federative MNC: A Business Network View

Journal of international business studies, 2007-09, Vol.38 (5), p.802-818

2007

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Complementing the Uppsala model? A commentary on Treviño and Doh’s paper “Internationalization of the firm: A discourse-based view”

Journal of international business studies, 2021-09, Vol.52 (7), p.1407-1416

2021

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Managing the Embedded Multinational: A Business Network View

1, 2005

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The strategic impact of external networks: subsidiary performance and competence development in the multinational corporation

Strategic management journal, 2002-11, Vol.23 (11), p.979-996

2002

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Managing the Contemporary Multinational: The Role of Headquarters

1, 2010

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Controlling without owning – owning without controlling: A critical note on two extensions of internalization theory

Journal of international business studies, 2022-10, Vol.53 (8), p.1734-1746

2022

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Moving beyond the transfer dyad: Exploring network influences on transfer effectiveness

International business review, 2023-04, Vol.32 (2), p.101950, Article 101950

2023

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Demand and willingness for knowledge transfer in springboard subsidiaries of Chinese multinationals

Journal of business research, 2020-03, Vol.109, p.297-309

2020

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Liability of political embeddedness in Chinese multinationals: Implications for headquarters’ roles and reverse knowledge transfer

International business review, 2024-06, Vol.33 (3), p.102230, Article 102230

2024

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A relational view on the performance effects of international diversification strategies

Journal of international business studies, 2023-02, Vol.54 (1), p.203-217

2023

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How do the source and context of experiential knowledge affect firms’ degree of internationalization?

Journal of business research, 2022-12, Vol.153, p.378-391

2022

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Dual embeddedness, influence and performance of innovating subsidiaries in the multinational corporation

International business review, 2014-10, Vol.23 (5), p.897-909

2014

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MNC headquarters’ role in subsidiaries’ value-creating activities: A problem of rationality or radical uncertainty

Scandinavian journal of management, 2010, Vol.26 (4), p.421-430

2010

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Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship

International business review, 2012-06, Vol.21 (3), p.383-396

2012

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The role of headquarters in the contemporary MNC

Journal of international management, 2012-09, Vol.18 (3), p.213-223

2012

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Special Issue of Journal of International Management: The role of headquarters in the contemporary MNC

Journal of international management, 2010, Vol.16 (2), p.192-193

2010

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Directionality matters: Board interlocks and firm internationalization

Global strategy journal, 2023-02, Vol.13 (1), p.90-110

2023

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Why do some multinational corporations relocate their headquarters overseas?

Strategic management journal, 2006-07, Vol.27 (7), p.681-700

2006

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Subsidiary Embeddedness and Competence Development in MNCs A Multi-Level Analysis

Organization studies, 2001-01, Vol.22 (6), p.1013-1034

2001

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Embeddedness of innovation receivers in the multinational corporation: Effects on business performance

International business review, 2011, Vol.20 (3), p.362-373

2011

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Do I stay or do I go? Sub-national drivers for post-entry subsidiary development

International business review, 2015-04, Vol.24 (2), p.266-275

2015

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The headquarters' role in subsidiaries' value-creating activities: A problem of rationality or radical uncertainty

Scandinavian journal of management, 2010

2010

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Hedquarters' role in subsidiaires' value-creating activities: A problem of rationality or radical uncertainty

Scandinavian journal of management, 2010

2010

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Competence Development through Business Relationships or Competitive Environment? - Subsidiary Impact on MNC Competitive Advantage

Management international review, 2005, Vol.45 (2), p.197-218

2005

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Consequences of perception gaps in the headquarters–subsidiary relationship

International business review, 2000, Vol.9 (3), p.321-344

2000

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Balancing Subsidiary Influence in the Federative MNC: A Business Network View

Complementing the Uppsala model? A commentary on Treviño and Doh’s paper “Internationalization of the firm: A discourse-based view”

Managing the Embedded Multinational: A Business Network View

The strategic impact of external networks: subsidiary performance and competence development in the multinational corporation

Managing the Contemporary Multinational: The Role of Headquarters

Controlling without owning – owning without controlling: A critical note on two extensions of internalization theory

Moving beyond the transfer dyad: Exploring network influences on transfer effectiveness

Demand and willingness for knowledge transfer in springboard subsidiaries of Chinese multinationals

Liability of political embeddedness in Chinese multinationals: Implications for headquarters’ roles and reverse knowledge transfer

A relational view on the performance effects of international diversification strategies

How do the source and context of experiential knowledge affect firms’ degree of internationalization?

Dual embeddedness, influence and performance of innovating subsidiaries in the multinational corporation

MNC headquarters’ role in subsidiaries’ value-creating activities: A problem of rationality or radical uncertainty

Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship

The role of headquarters in the contemporary MNC

Special Issue of Journal of International Management: The role of headquarters in the contemporary MNC

Directionality matters: Board interlocks and firm internationalization

Why do some multinational corporations relocate their headquarters overseas?

Subsidiary Embeddedness and Competence Development in MNCs A Multi-Level Analysis

Embeddedness of innovation receivers in the multinational corporation: Effects on business performance

Do I stay or do I go? Sub-national drivers for post-entry subsidiary development

The headquarters' role in subsidiaries' value-creating activities: A problem of rationality or radical uncertainty

Hedquarters' role in subsidiaires' value-creating activities: A problem of rationality or radical uncertainty

Competence Development through Business Relationships or Competitive Environment? - Subsidiary Impact on MNC Competitive Advantage

Consequences of perception gaps in the headquarters–subsidiary relationship

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