Icons / Logo / Facebook Created with Sketch. Icons / Logo / Google Created with Sketch. Icons / Logo / ORCID Created with Sketch. Branding/Logomark minus Citation Combined Shape Icon/Bookmark-empty Icon/Copy Icon/Collection Icon/Close Copy 7 no author result Created with Sketch. Icon/Back Created with Sketch. Match!
Henrik Dellestrand
Uppsala University
46Publications
9H-index
363Citations
Publications 46
Newest
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 Jan 1, 2018
Amalia C. Nilsson1
Estimated H-index: 1
,
Henrik Dellestrand9
Estimated H-index: 9
Gauging subsidiary influence and performance through strategic issue selling and the involvement of headquarters in subsidiary activities
Published on Dec 11, 2017
Ulf Andersson32
Estimated H-index: 32
,
Henrik Dellestrand9
Estimated H-index: 9
,
Torben Pedersen45
Estimated H-index: 45
Published on Dec 1, 2017in Management International Review 2.69
Benoit Decreton4
Estimated H-index: 4
(WU: Vienna University of Economics and Business),
Henrik Dellestrand9
Estimated H-index: 9
(Uppsala University)
+ 1 AuthorsPhillip Christopher Nell13
Estimated H-index: 13
(WU: Vienna University of Economics and Business)
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 as a driv...
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 Aug 1, 2017
Edward Gillmore , Henrik Dellestrand9
Estimated H-index: 9
,
Ulf Andersson32
Estimated H-index: 32
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...
Published on Jan 1, 2017
Amalia C. Nilsson1
Estimated H-index: 1
,
Henrik Dellestrand9
Estimated H-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 ...
Published on Jan 1, 2017
Edward Gillmore , Henrik Dellestrand9
Estimated H-index: 9
,
Ulf Andersson32
Estimated H-index: 32
Between a Rock and a Hard Place : Complex Configurations of Multiple Headquarters–Subsidiary Relations
12345