1 edition of Perception gaps between headquarters and subsidiary managers found in the catalog.
Perception gaps between headquarters and subsidiary managers
Zugl.: Berlin, ESCP-EAP Europ. Wirtschaftshochsch, Diss., 2009
|Series||Gabler Research, mir-Edition|
|The Physical Object|
|Pagination||XXIII, 300 S.|
|Number of Pages||300|
The headquarters–subsidiaries Trench: Tracing perception gaps within the multinational corporation. European Management Journal, 23 (2), – CrossRef Google Scholar. Using two samples of managers and employees from the same firms, we in this paper contribute to our knowledge of the existence of the perception gaps between managers and employees and their influence on the take-up of WLB. Implications for academics and practitioners are discussed.
Drawing on a sample of subsidiaries in three countries, we investigate how headquarters’ attention affects subsidiary performance. Scholars have recently argued that top management’s attention is the most critical, scarce and sought-after resource in organizations (Haas and Hansen ; Bouquet and Birkinshaw ).However, the question how headquarters’ attention affects subsidiary. Consequences of Perception Gaps in the Headquarters - Subsidiary Relationship Birkinshaw, Julian Uppsala University, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Faculty of Social Sciences, Department of Business Studies.
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Perception Gaps between Headquarters and Subsidiary Managers: Differing Perspectives on Subsidiary Roles and their Implications Andrea Daniel Springer-Verlag, - Business & Economics - pages.
The author develops a novel conceptual framework that allows to examine headquarters-subsidiary relationships and, in particular, the subsidiary role concept. This framework proposes headquarters-subsidiary conflict as the main implication of perception gaps.
Perception gaps are likely to emerge due to (1) different experiences of headquarters and subsidiary managers concerning the level of information provided as well as how they interpret the respective information, (2) imperfect flow of information in the MNC, and (3) subsidiaries’ decreasing dependence on headquarters (Birkinshaw et al., ).Cited by: Abstract The emergence of perception gaps between headquarters and subsidiaries has an important bearing on research practice as well as on managerial issues.
This. Evidence was found that certain strategic environments bear a higher risk for perception gaps concerning information flows between headquarters and subsidiaries and the subsidiaries' autonomy. Our. Perception Gaps between Headquarters and Subsidiary Managers Differing Perspectives on Subsidiary Roles and their Implications GABLER RESEARCH.
XV Contents 1. Introduction 1 Context 1 Goals of the Study 2 Outline of the Study 3 2. Central Concepts 5 Multinational Network Corporations 5.
Three sets of factors appear to cause perception gaps between HQ and subsidiary to emerge. The first is that subsidiary and HQ managers have very different experiences, which effects not only the level of information they have about the subsidiary but also the way they interpret that information.
The emergence of perception gaps between headquarters and subsidiaries has an important bearing on research practice as well as on managerial issues.
This study is among the first to systematically investigate the link between the MNC unit’s strategic environment and perception gaps. a subsidiary’s role and on conflict as one major potential consequence of perception gaps. To me, the present book offers highly insights in headquartersvaluable -subsidiary relationships, by departing from the assumption that headquarters and subsidiaries have the same understanding of subsidiary roles.
In addition, because the headquarters-subsidiary relationship influences the subsidiaries, the perception gaps (PGs) between headquarters and subsidiaries are taken as moderators to explore when there are perception differences between headquarters and subsidiaries and the effect on the relationship between subsidiaries’ cooperation (SCO) and.
importance of focusing on HCN managers when examining the perception gaps between headquarters and subsidiaries. In addition, this study has practical implications regarding the way in which MNC managers should prioritise the management of headquarters-subsidiary perception gaps. A perception gap is different from attention dissonance, as the former is used to examine differences in perception between two different entities (e.g.
the headquarters and a given subsidiary. – The paper seeks to explain the collaborative intent, trust development, and conflict resolution in a headquarters‐subsidiary relationship in a new product launch context in an emerging market., – Grounded theory development is employed through personal interviews with senior executives of selected multinational firms operating in Turkey., – A major challenge in collaboration is.
This paper is built on two premises: (1) that HQ and subsidiary managers often have different perceptions about the role of the subsidiary in the multinational corporation, and (2) that such differences have important implications for the management of the HQ–subsidiary relationship.
Headquarters and subsidiaries are the two generic organizational units that form multinational corporations (MNCs). Their specific relationship is of central importance, as conflicts in these relationships threaten the effectiveness, or even the operations, of MNCs.
Reasons for conflicts in headquarters–subsidiary relationships are manifold. importance of focusing on HCN managers when examining the perception gaps between headquarters and subsidiaries.
In addition, this study has practical implications regardi ng the way in which MNC managers should prioritise the management of headquarters-subsidiary perception gaps.
Dörrenbächer, C., & Gammelgaard, J. Subsidiary role development: The effect of micro-political headquarters–subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries. Journal of International Management, 12(3), – CrossRef Google Scholar.
Get this from a library. Perception gaps between headquarters and subsidiary managers: differing perspectives on subsidiary roles and their implications.
[Andrea Daniel]. the MNC is rooted in the literature on perception gaps existing between HQ and subsidiary managers in how they perceive and view their roles and the roles of. from book Management der Internationalisierung Subsidiary Roles, Perception Gaps and Conflict – A Social Psychological Approach effectiveness of the headquarters-subsidiary.
Birkinshaw et al. () indicate subsidiary managers have a tendency to overstate their autonomy and influence on the multinational strategy and policy; there is often a significant divergence perception gap between headquarters and subsidiary with regard to the latter’s autonomy.
Interestingly, these authors suggest that situations of no or.Perception gaps between headquarters and subsidiary managers. Wiesbaden Gabler (OCoLC) Material Type: Document, Internet resource: Document Type: Internet Resource, Computer File: All Authors / Contributors: Andrea Daniel.Add tags for "Perception Gaps between Headquarters and Subsidiary Managers: Differing Perspectives on Subsidiary Roles and their Implications".
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