The development of subsidiary roles in the motor vehicle manufacturing industry

Simple item page
dc.contributor.authorFreeman, S.
dc.contributor.authorCavanagh, A.
dc.date.issued2012
dc.description.abstractThis paper presents a revised subsidiary role framework that incorporates elements of the subsidiary development research. The study is grounded in the resource-based view and the network model of the MNC, and extends the subsidiary development framework by specifying new contributory roles. While drawn from extant subsidiary role typologies, these roles are extended to reflect different levels of resource development. The new framework delineates the influence of subsidiary resource development and subsidiary initiative on contributory roles. The study employs a single industry case study design, focusing on the Australian Motor Vehicle Manufacturing Industry (AMVMI). The findings establish that subsidiaries in the AMVMI have the ability to develop specialised resources and that when subsidiary initiative is combined with subsidiary-driven resource development, subsidiaries are able to exert considerable influence on the contributory role they fulfil. © 2011 Elsevier Ltd.
dc.description.statementofresponsibilityAndrew Cavanagh and Susan Freeman
dc.identifier.citationInternational Business Review, 2012; 21(4):602-617
dc.identifier.doi10.1016/j.ibusrev.2011.07.005
dc.identifier.issn0969-5931
dc.identifier.issn1873-6149
dc.identifier.urihttp://hdl.handle.net/2440/72098
dc.language.isoen
dc.publisherPergamon
dc.rights© 2011 Elsevier Ltd. All rights reserved.
dc.source.urihttps://doi.org/10.1016/j.ibusrev.2011.07.005
dc.titleThe development of subsidiary roles in the motor vehicle manufacturing industry
dc.typeJournal article
pubs.publication-statusPublished

Files

Collections

Business School publications