- Research Handbooks in Business and Management series
Edited by Jorma Larimo, Niina Nummela and Tuija Mainela
Chapter 6: Internal MNC structures’ bearing on externally embedded subsidiaries’ organizational performance
AbstractThe theoretical research stream that depicts multinational companies (MNCs) as networked organizations has offered new insights on contemporary enterprises’ way of functioning. However, the majority of the research has focused on external embeddedness, that is, MNC subsidiaries’ local business relationships, and its impact on subsidiary organizational performance. This conceptual chapter addresses the lack of research focusing on internal embeddedness, that is, subsidiary relationships with headquarters and sister subsidiaries. Internal embeddedness is discussed from two dimensions: the internal production network and the MNC manager’s social network. The characteristics of each dimension and how they relate to earlier research, leads to a number of theoretical propositions. The chapter concludes with a discussion on how external and internal embeddedness relate, as well as how they may impact the subsidiary’s (organizational) performance.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.