The literatures examined in the previous two chapters have centered upon understanding the development of MNC strategies and their theoretical underpinnings. However, particular tasks for the subsidiaries are implied in each of the MNC strategies and subsequent organizational designs considered. The subsidiary task question is important and there have been a number of attempts to model this construct directly. The major studies in the literature consist of six classifications of subsidiary task and two attempted syntheses but see, for example, Birkinshaw and Hood (1998) for several others. It is evident that the studies that generated the six classifications could generally be placed within the contingency perspective but, for the most part, the authors did not give any of them a specific theoretical grounding. They were based upon either an analysis of a particular business context or derived from the use of one of several conceptual frameworks such as the Integration-Responsiveness (I-R) grid.


Host Country Procedural Justice Multinational Corporation Strategic Leader Subsidiary Role 
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© Stewart Johnston 2005

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  • Stewart Johnston

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