Alignment or independence? Multinational subsidiaries and parent relations

摘要

Subsidiary managers are critically aware of how changing MNC structures affect their strategic independence and ability to generate initiatives. We identify how increasing competition within the MNC, the disaggregation of knowledge and increasing specialization add to those challenges of initiative generation presented in our earlier paper (Scott and Gibbon, 2011). We argue that rather than chasing short term benefits through initiatives it is more sustainable in the long term for subsidiaries to be directly aligned with HQ strategy.