Evolution of subsidiary competences

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Evolution of subsidiary competences

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dc.contributor.author Geisler Asmussen, Christian en_US
dc.contributor.author Pedersen, Torben en_US
dc.contributor.author Dhanaraj, Charles en_US
dc.date.accessioned 2009-02-04T10:27:25Z
dc.date.available 2009-02-04T10:27:25Z
dc.date.issued 2007-10-12T00:00:00Z en_US
dc.identifier.isbn 8791815290 en_US
dc.identifier.uri http://hdl.handle.net/10398/7471
dc.description.abstract We extend the ‘centers of excellence’ concept in the multinational corporation (MNC) literature to address the diversity and the multidimensionality of subsidiary competence and link such diversity to the host country environment. Using Rugman and Verbeke’s (1993) diamond network model of competitive advantage of nations, we hypothesize the contingencies under which heterogeneity in host environments influences subsidiary competence configuration. We test our model with data from more than 2,000 subsidiaries in seven Western European countries. Our results provide new insights on the evolution of subsidiary competence and how MNCs can overcome ‘unbalanced’ national diamonds by acquiring complementary capabilities across borders. Keywords: MNC environment, subsidiary competence configuration, industrial clusters, differentiated networks, subsidiary embeddedness. en_US
dc.format.extent 29 en_US
dc.language eng en_US
dc.relation.ispartofseries Working paper;2006-11 en_US
dc.title Evolution of subsidiary competences en_US
dc.type wp en_US
dc.accessionstatus modt07okt12 nijemo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Center for Strategi og Globalisering en_US
dc.contributor.departmentshort SMG en_US
dc.contributor.departmentuk Center for Strategic Management and Globalization en_US
dc.contributor.departmentukshort SMG en_US
dc.idnumber 8791815290 en_US
dc.publisher.city København en_US
dc.publisher.year 2006 en_US
dc.title.subtitle Extending the diamond network model en_US


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