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Henrik Dellestrand
Uppsala University
47Publications
9H-index
394Citations
Publications 47
Newest
Last.Henrik DellestrandH-Index: 9
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#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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#1Ulf AnderssonH-Index: 33
#2Peter J. BuckleyH-Index: 59
Last.Henrik DellestrandH-Index: 9
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#1Amalia C. NilssonH-Index: 1
#2Henrik DellestrandH-Index: 9
Gauging subsidiary influence and performance through strategic issue selling and the involvement of headquarters in subsidiary activities
#1Ulf AnderssonH-Index: 33
#2Henrik DellestrandH-Index: 9
Last.Torben PedersenH-Index: 45
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#1Benoit Decreton (WU: Vienna University of Economics and Business)H-Index: 4
#2Henrik Dellestrand (Uppsala University)H-Index: 9
Last.Phillip Christopher Nell (WU: Vienna University of Economics and Business)H-Index: 14
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Abstract We investigate “dual headquarters involvement”, i.e., corporate and divisional headquarters’ simultaneous involvement in innovation development projects hosted by subsidiaries of multibusiness firms. Drawing on selective hierarchical involvement theory and the literature on subsidiary network embeddedness, we analyze 83 innovation projects in 22 multibusiness firms and find that the number of partners in the projects, rather than subsidiary intra- and inter-divisional embeddedness acts ...
7 CitationsSource
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...
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We examine the event of subsidiary R&D mandate loss and processes that determine a subsidiary’s subsequent evolutionary trajectory. R&D mandates reflect a value adding activity, and the loss of such mandates corresponds to responsibilities being reassigned from a fully-fledged subsidiary. In order to explore what happens to subsidiaries that lose their mandates we make use of exploratory cases that centres on the interplay between the drivers of mandate loss and subsidiaries response ex-post man...
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#1Amalia C. NilssonH-Index: 1
#2Henrik DellestrandH-Index: 9
The headquarters’ value adding role entails making strategic and deliberate decisions in order to extract value from and for the MNC. However, there is limited consideration for how these decisions ...
#2Henrik DellestrandH-Index: 9
Last.Ulf AnderssonH-Index: 33
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Between a Rock and a Hard Place : Complex Configurations of Multiple Headquarters–Subsidiary Relations
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