What determines the value an MNC's headquarters adds to its own affiliates? In this paper, we shed light on this question by linking the embeddedness view of the multinational corporation to the literature on parenting advantage. We test our hypotheses on an original dataset of 124 manufacturing...

I report the results of observations of management practices in 20 Russian manufacturing subsidiaries of Western multinational corporations (MNCs). I argue that to counterbalance the higher country-specific risks associated with investing in Russia, MNCs impose on their Russian subsidiaries high...

Organizational learning within the international management field is commonly understood as knowledge transfer. Context-based and actor-centred investigations into the aspects of the social system that shape the learning process have received less attention. This study highlights the role of...

The traditional policy of most multinational corporations (MNC) with respect to their subsidiary boards was or even still is to reduce these boards through composition, information and superseding these through an integrated management system to the bare local legal requirements and not having...

Knowledge is a source of competitive advantage which strengthens multinational corporations' (MNCs) market position, and thus, they set up overseas subsidiaries partly to access other firms' knowledge which resides in local markets. From the MNC viewpoint, due to the innate characteristics of...