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Ulf Andersson
Uppsala University
175Publications
32H-index
4,346Citations
Publications 175
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 Oct 1, 2018in Long Range Planning 3.36
Grazia D. Santangelo18
Estimated H-index: 18
(CBS: Copenhagen Business School),
Henrik Dellestrand9
Estimated H-index: 9
(Uppsala University),
Ulf Andersson32
Estimated H-index: 32
(MDH: Mälardalen University College)
Abstract We investigate institutional antecedents to subsidiary external embeddedness and relate regulation constraining competition in local service sectors to subsidiary embeddedness with local partners in complementary sectors. Combining research on business networks with arguments derived from transaction cost economics, we argue that subsidiary external embeddedness depends on the extent of transaction costs originating from small numbers bargaining, which regulatory competitive constraints...
Published on Feb 1, 2019in Global Strategy Journal 2.73
Donal O'Brien2
Estimated H-index: 2
(DCU: Dublin City University),
Pamela Sharkey Scott9
Estimated H-index: 9
(DCU: Dublin City University)
+ 2 AuthorsNa Fu (Trinity College, Dublin)
We use a microfoundations lens to challenge the assumption of a simple relationship between organizational-level context (subsidiary entrepreneurial orientation) and entrepreneurial outcomes (initiative realization). Drawing on middle manager and subsidiary literature we argue that the strategic activities of the subsidiary's central actor, the subsidiary CEO (referred to as the subsidiary manager), translates the benefits of subsidiary entrepreneurship for initiative realization. We test this m...
Published on Oct 9, 2018
Edward Gilmore , Ulf Andersson32
Estimated H-index: 32
,
Noushan Memar
As multinational enterprises increasingly disaggregate their value chains and assign functional responsibilities to foreign subsidiaries, they are increasingly focused on augmenting spatially distant activities and resources. At the same time, despite subsidiary managers operating at the “middle” of the organization and having awareness of operational and strategic contexts, they have received significant criticism for hindering the successful coordination and integration of value chain activiti...
Published on Feb 1, 2018in Journal of World Business 5.79
Zhaleh Najafi-Tavani7
Estimated H-index: 7
(University of Leeds),
Matthew J. Robson16
Estimated H-index: 16
(University of Leeds)
+ 2 AuthorsChong Yu1
Estimated H-index: 1
(University of Leeds)
The present study focuses on effects of subsidiary internal knowledge-based activities—knowledge transfer and reverse knowledge transfer—and absorptive capacity on local responsiveness. We also examine whether absorptive capacity, shared values, and psychological safety, representing constituents of the motivation-opportunity-ability model of behavior, moderate relationships of subsidiary internal knowledge-based activities with responsiveness. Based on a sample of 173 Chinese subsidiaries, the ...
Published on Feb 1, 2018in International Business Review 3.64
Paul Ryan14
Estimated H-index: 14
(Trinity College, Dublin),
Majella Giblin4
Estimated H-index: 4
(National University of Ireland, Galway)
+ 1 AuthorsJohanna Clancy2
Estimated H-index: 2
(National University of Ireland, Galway)
Abstract In this paper we explore how the MNE subsidiary’s role internally within its corporation evolves through knowledge creation in accordance with an evolving external local knowledge network, and the extent to which the interwoven coevolving context matters for, and may be guided by the subsidiary. We conducted a qualitative investigation of purposely selected subsidiaries as case studies and longitudinally tracked the interwoven co-evolving contexts of their internal corporate role and ex...
Published on Jan 1, 2018
Dónal O’Brien1
Estimated H-index: 1
(DCU: Dublin City University),
Pamela Sharkey Scott2
Estimated H-index: 2
(DCU: Dublin City University),
Ulf Andersson32
Estimated H-index: 32
(MDH: Mälardalen University College)
Can multinational subsidiary managers develop creative strategies at the subsidiary level? To answer this question, we suggest that tensions between the headquarters and subsidiary perspectives demand a greater focus on the micro-foundations of strategy development in multinational subsidiaries. At a time when subsidiaries are coming under increasing pressure to meet the conflicting demands of innovation and integration in complex MNCs, this research contributes by uncovering the drivers of stra...
Published on Jan 1, 2018
Johanna Clancey (National University of Ireland, Galway), Paul Ryan14
Estimated H-index: 14
(Trinity College, Dublin)
+ 1 AuthorsMajella Giblin4
Estimated H-index: 4
(National University of Ireland, Galway)
Subsidiary Combinative Capability for Knowledge Creation as a Co-evolutionary Development Process
Published on Aug 1, 2017in The Academy of Management
Edward Gillmore , Henrik Dellestrand9
Estimated H-index: 9
,
Ulf Andersson32
Estimated H-index: 32
We analyse multiple headquarters interventions in subsidiary activities in terms of allocation and re-allocation of subsidiary R&D mandates. This allows for highlighting challenges and consequences related to the complexity of managing nested and overlapping hierarchical relationships across headquarters- subsidiary configurations and interventions. Our inductive case study suggests that complex headquarters configurations may result in parenting disadvantages due to the ignorance of other headq...
Published on Oct 1, 2016in Journal of International Business Studies 7.72
Alvaro Cuervo-Cazurra32
Estimated H-index: 32
(NU: Northeastern University),
Ulf Andersson32
Estimated H-index: 32
(MDH: Mälardalen University College)
+ 2 AuthorsA. Rebecca Reuber20
Estimated H-index: 20
(U of T: University of Toronto)
Abstract The complex nature of international business research, with its cross-country and multilevel nature, complicates the empirical identification of relationships among theoretical constructs. The objective of this editorial is to provide guidance to help international business scholars navigate this complexity and ensure that readers can trust their findings. We provide suggestions for how to rule out alternative explanations, explaining key considerations not only in empirical analyses, b...
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