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Randi Lunnan
BI Norwegian Business School
35Publications
12H-index
745Citations
Publications 35
Newest
Published on Dec 1, 2019
Randi Lunnan12
Estimated H-index: 12
(BI Norwegian Business School),
Sverre Tomassen6
Estimated H-index: 6
(BI Norwegian Business School)
+ 1 AuthorsGabriel R.G. Benito24
Estimated H-index: 24
(BI Norwegian Business School)
This study examines how subsidiaries in multinational corporations (MNCs) experience interactions with corporate headquarters. We conceptualize such interactions in terms of organizing costs, focusing on two key types of costs: bargaining costs and information costs. Specifically, we examine how distance, coordination mechanisms, and atmosphere influence the level of organizing costs in the headquarter-subsidiary relationship. Using survey data collected among 104 subsidiary managers in two MNCs...
Published on Nov 1, 2019in Journal of World Business5.79
Randi Lunnan12
Estimated H-index: 12
(BI Norwegian Business School),
Sara L. McGaughey8
Estimated H-index: 8
(Griffith University)
Abstract We investigate how a brand-owning MNE can coordinate and safeguard exchanges in its international production network following a decline in formal authority and a shift in ‘hub firm’ status to another member of the network. Our empirical material is drawn from a case study of a Norwegian shipbuilder. We illuminate what mechanisms are used by a network orchestrator in a peripheral position with limited formal authority, when they are used, and by whom they are developed and deployed. Our...
Published on Nov 1, 2016in Global Strategy Journal2.73
Gabriel R.G. Benito24
Estimated H-index: 24
(BI Norwegian Business School),
Asmund Rygh4
Estimated H-index: 4
(University of Manchester),
Randi Lunnan12
Estimated H-index: 12
(BI Norwegian Business School)
Plain language summary We investigate whether listed state-owned enterprises (SOEs) benefit more from internationalization than listed private enterprises. We argue that SOEs have a greater scope for benefitting from internationalization because of their previous domestic focus and because of government-related firm-specific advantages they can utilize for their internationalization. In listed SOEs, these factors may matter more than noneconomic objectives and corporate governance deficiencies t...
Published on Jan 1, 2016
Randi Lunnan12
Estimated H-index: 12
,
Sverre Tomassen6
Estimated H-index: 6
,
Gabriel R.G. Benito24
Estimated H-index: 24
Abstract The chapter examines how distance, integration mechanisms, and atmosphere influence the level of organizing costs and subsidiary initiatives in headquarter–subsidiary relationships. Survey data were collected at the subsidiary level in one major Norwegian multinational company. Empirical analyses were based on regression and partial correlation analyses. Organizing costs are driven by distance to headquarters as well as the integration mechanisms and the atmosphere that exists in subsid...
Published on Jan 1, 2016
Randi Lunnan12
Estimated H-index: 12
,
Sverre Tomassen6
Estimated H-index: 6
+ 1 AuthorsGabriel R.G. Benito24
Estimated H-index: 24
Previous studies of organizing-costs in multinational corporations have taken the view of the parent corporation. In this study, we turn the table around and examine how subsidiaries experience org ...
Published on Jan 1, 2016
Randi Lunnan12
Estimated H-index: 12
,
Sverre Tomassen6
Estimated H-index: 6
+ 1 AuthorsGabriel R.G. Benito24
Estimated H-index: 24
Previous studies of organizing costsin multinational corporations have taken the view of the parent corporation. In this study, we turn the table around and examine how subsidiaries experience orga ...
Published on Jan 1, 2015
Randi Lunnan12
Estimated H-index: 12
,
Daria Kovalevskaya
Abstract Purpose With the disaggregation and fine-slicing of global value chains, offshoring and outsourcing has become increasingly relevant for many MNEs. The purpose of this chapter is to understand the value creation of the receiving partner of outsourcing activities. This is a firm that will have many outsourcing alliances with partners, and one perspective to frame these alliances is the alliance portfolio perspective. We ask – how can a firm on the receiving end of outsourcing create valu...
Published on Jan 1, 2014
Gabriel R.G. Benito24
Estimated H-index: 24
,
Randi Lunnan12
Estimated H-index: 12
,
Sverre Tomassen6
Estimated H-index: 6
Abstract In this paper, we offer insights that combine a network perspective of the multinational company (MNC) with an analysis of different types of interdependencies. We develop and illustrate our arguments with a company case (LIMO) and argue that types of interdependencies have consequences for the orchestration of MNC activities. The experience from LIMO suggests that extreme organizational designs, where orchestration is either purely local or mostly global, fail to capture the nuances ne...
Published on Jun 1, 2014in Asia Pacific Journal of Management2.74
Randi Lunnan12
Estimated H-index: 12
(BI Norwegian Business School),
Youzhen Zhao1
Estimated H-index: 1
(Fudan University)
To improve control and coordination with operations in distant locations, multinational enterprises (MNEs) establish regional headquarters (RHQs). The number of RHQs in Shanghai registered with the Shanghai Municipal Commission of Commerce has increased from 154 in 2006 to more than 400 in 2012. Managing knowledge constitutes one of the major strategic advantages of an MNE, but little is known about RHQs and their role in MNE knowledge flows. Based on interviews with regional, subsidiary, and gl...
Published on Jan 1, 2014
Ulf Andersson32
Estimated H-index: 32
,
Gabriel R.G. Benito24
Estimated H-index: 24
,
Randi Lunnan12
Estimated H-index: 12
This paper focuses on HQ intervention and the costs associated with it. Extant literature specifies HQ interventions inareas such as organizing lateral knowledge transfers, strategic planning,suppo ...
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