The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporation

Volume: 23, Issue: 11, Pages: 979 - 996
Published: Nov 1, 2002
Abstract
A special feature of multinational firms (MNCs) is the notion that their sub-units (subsidiaries) are embedded in different local networks (Ghoshal and Bartlett, 1990; Ghoshal and Nohria, 1997; Fors-gren, Johanson, and Sharma, 2000). Each subsidiary maintains unique and idiosyncratic patterns of network linkages and consequently is differentially exposed to new knowledge, ideas and opportunities (McEvily and Zaheer, 1999). In fact, this...
Paper Details
Title
The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporation
Published Date
Nov 1, 2002
Volume
23
Issue
11
Pages
979 - 996
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