Abstract
AbstractThe first part of this chapter is a selective review of the last thirty years of literature on multinational enterprise (MNE) subsidiaries, which aims to provide a roadmap of the field by highlighting the various empirical and theoretical issues that have been studied. The second part of the chapter provides a more detailed examination of the issue of subsidiary strategy. For some people, the term subsidiary strategy is an oxymoron because they believe the subsidiary should be acting as an instrument of the MNE. For others (including the author), the idea that the MNE subsidiary has its own strategy is necessary if the MNE is to make effective use of its far‐flung network. This section provides a discussion of what exactly strategy means at the subsidiary level, and some insights into how it is being affected by changes in the business environment and in the strategic direction of MNEs as a whole.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
