Purpose: The purpose of this paper is to provide guidelines for practitioners for developing creative strategies and new business models. Design/Methodology/Approach: This paper reviews more than 150 interviews with CEOs, directors and business unit heads from across functional areas over the...

Purpose: It is increasingly recognised that managers play a central role in organisational ambidexterity. While some scholars have recently begun to explain the nature and antecedents of ambidextrous behaviour among managers, much remains to be learned about the micro-foundations of this...

Purpose – Subsidiary units have traditionally feared relocation of their activities to lower‐cost locations. The authors identify other emerging threats which are changing how multinational corporations (MNCs) manage their subsidiary units, and develop a cycle of subsidiary decline...

How many companies are truly prepared for the increased competitive threats they will face in this decade? The authors suggest that firms assess the type of internal information infrastructure that makes most sense for their competitive intelligence efforts.

This study examines the control issues related to three major flows among MNC subsidiaries: knowledge flows, product flows and capital flows. It also investigates the relationship between the strategic management style of headquarters and the control approaches employed. The results show the...

Purpose – This paper aims to enhance the understanding of how subsidiary CEOs can move their unit's activities up the value chain and reduce the risk of subsidiary closure and relocation of its activities. Design/methodology/approach – The entire population of over 1,100 subsidiaries of...