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Ulf Andersson
Mälardalen University College
177Publications
33H-index
4,578Citations
Publications 177
Newest
#1Randi Lunnan (BI Norwegian Business School)H-Index: 12
#2Sverre Tomassen (BI Norwegian Business School)H-Index: 6
Last.Gabriel R. G. Benito (BI Norwegian Business School)H-Index: 25
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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...
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#1Valentin R. Troll (Uppsala University)H-Index: 30
#2Franz A. Weis (Uppsala University)H-Index: 5
Last.K.P. Nilsson (Geological Survey of Sweden)H-Index: 4
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Kiruna-type apatite-iron-oxide ores are key iron sources for modern industry, yet their origin remains controversial. Diverse ore-forming processes have been discussed, comprising low-temperature hydrothermal processes versus a high-temperature origin from magma or magmatic fluids. We present an extensive set of new and combined iron and oxygen isotope data from magnetite of Kiruna-type ores from Sweden, Chile and Iran, and compare them with new global reference data from layered intrusions, act...
1 CitationsSource
#1Grazia D. Santangelo (CBS: Copenhagen Business School)H-Index: 19
#2Henrik Dellestrand (Uppsala University)H-Index: 9
Last.Ulf Andersson (MDH: Mälardalen University College)H-Index: 33
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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...
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#1Donal O'Brien (DCU: Dublin City University)H-Index: 3
#2Pamela Sharkey Scott (DCU: Dublin City University)H-Index: 11
Last.Na Fu (Trinity College, Dublin)H-Index: 9
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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...
7 CitationsSource
#1Edward GilmoreH-Index: 1
#2Ulf AnderssonH-Index: 33
Last.Noushan MemarH-Index: 1
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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...
1 CitationsSource
#1Ulf AnderssonH-Index: 33
#2Peter J. BuckleyH-Index: 59
Last.Henrik DellestrandH-Index: 9
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#1Zhaleh Najafi-Tavani (University of Leeds)H-Index: 8
#2Matthew J. Robson (University of Leeds)H-Index: 18
Last.Chong Yu (University of Leeds)H-Index: 1
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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 ...
2 CitationsSource
#1Paul Ryan (Trinity College, Dublin)H-Index: 14
#2Majella Giblin (National University of Ireland, Galway)H-Index: 5
Last.Johanna Clancy (National University of Ireland, Galway)H-Index: 2
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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...
4 CitationsSource
#1Donal O'Brien (DCU: Dublin City University)H-Index: 3
#2Pamela Sharkey Scott (DCU: Dublin City University)H-Index: 11
Last.Ulf Andersson (MDH: Mälardalen University College)H-Index: 33
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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...
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#1Johanna Clancey (National University of Ireland, Galway)
#2Paul Ryan (Trinity College, Dublin)H-Index: 14
Last.Majella Giblin (National University of Ireland, Galway)H-Index: 5
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Subsidiary Combinative Capability for Knowledge Creation as a Co-evolutionary Development Process
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