Abstract
ABSTRACT In this study, the author explored the impact of integration and local responsiveness on the market orientation of multinational corporations’ foreign subsidiaries. An investigation of a sample of 250 foreign subsidiaries in the United Kingdom revealed different effects of integration and local responsiveness on market orientation. In specific, integration directly impacts the development of market orientation of multinational corporations’ subsidiaries, whereas responsiveness effects on market orientation are mainly indirect through first affecting the top management emphasis and then the use of market-based reward systems at subsidiaries. Managerial and research implications are discussed.
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