Freeman, S.Cavanagh, A.2012-07-052012-07-052012International Business Review, 2012; 21(4):602-6170969-59311873-6149http://hdl.handle.net/2440/72098This 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.en© 2011 Elsevier Ltd. All rights reserved.Journal article002011921110.1016/j.ibusrev.2011.07.0050003053190000062-s2.0-8486118560424467