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Foreign subsidiary’s differentiation: innovativeness, customer responsiveness, and contingencies
Linnaeus University, School of Business and Economics, Department of Marketing. (Marknadsföring)
2016 (English)In: Paper presented at the Strategic Management Society Special Conference, Rome, Italy, June 5-7, 2016, Strategic Management Society , 2016Conference paper, Published paper (Refereed)
Abstract [en]

This article draws on the dynamic capability view (Eisenhardt and Martin, 2000;Teece, 2014) and the contingency perspective of strategy (Boyd et al., 2012). The purpose isto extend the understanding of mechanisms underlying relationships between a differentiationstrategy of an industrial firm’s foreign subsidiary and its performance. First, I argue that thestrategy of the foreign subsidiary needs to rely on dynamic capabilities in order to be alignedwith a dynamic local context. Second, I argue that competitive dynamics in the foreignmarket, and the value-adding mandate assigned to the subsidiary are contextual boundaries ofthe strategy. An understanding of the impact of the contingencies would render the strategymore effective and extend the subsidiary’s contribution to firm’s global competitiveness.

Place, publisher, year, edition, pages
Strategic Management Society , 2016.
National Category
Business Administration
Research subject
Economy, Business administration
Identifiers
URN: urn:nbn:se:lnu:diva-59319OAI: oai:DiVA.org:lnu-59319DiVA: diva2:1058142
Conference
The Strategic Management Society Special Conference, Rome, Italy, June 5-7, 2016
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2017-01-23Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
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Output format
  • html
  • text
  • asciidoc
  • rtf