Decision-Making Autonomy and Subsidiary Innovation

Dut Van Vo, Sjoerd Beugelsdijk, Gjalt de Jong, Björn Jindra

    Research output: Chapter in Book/Report/Conference proceedingConference abstract in proceedingsResearchpeer-review

    Abstract

    This paper investigates how decision-making autonomy affects the possibility and intensity of innovation in subsidiaries of multinational enterprises (MNEs). Subsidiaries are increasingly identified as sources of innovation and as vehicles for cross-border transfer of new competences. The question of how much decision-making autonomy subsidiaries should have is a core issue in the management of headquarters-subsidiary relationships. Using two complementary theoretical perspectives, we hypothesize a non-linear relationship between subsidiary’s decision-making autonomy and innovation. We test our hypothesis in a multi-country and multiindustry database based on survey evidence of 134 subsidiaries located in five Central and Eastern European countries from 23 home countries. The empirical results provide support for a non-linear U shaped relationship between subsidiary decision-making autonomy and innovation intensity.
    This paper investigates how decision-making autonomy affects the possibility and intensity of innovation in subsidiaries of multinational enterprises (MNEs). Subsidiaries are increasingly identified as sources of innovation and as vehicles for cross-border transfer of new competences. The question of how much decision-making autonomy subsidiaries should have is a core issue in the management of headquarters-subsidiary relationships. Using two complementary theoretical perspectives, we hypothesize a non-linear relationship between subsidiary’s decision-making autonomy and innovation. We test our hypothesis in a multi-country and multiindustry database based on survey evidence of 134 subsidiaries located in five Central and Eastern European countries from 23 home countries. The empirical results provide support for a non-linear U shaped relationship between subsidiary decision-making autonomy and innovation intensity.
    LanguageEnglish
    Title of host publicationProceedings of the 55th Annual Meeting of the Academy of International Business
    EditorsPatricia McDougall-Covin, Tunga Kiyak
    Place of PublicationEast Lansing, MI
    PublisherAcademy of International Business
    Date2013
    Pages63
    StatePublished - 2013
    EventAIB 2013 Annual Meeting : Bridging the Divide: Linking IB to Complementary Disciplines and Practice - Sabancı University, Koç University, and Özyeğin University, Istanbul, Turkey
    Duration: 3 Jul 20136 Jul 2013
    Conference number: 55
    http://aib.msu.edu/events/2013/

    Conference

    ConferenceAIB 2013 Annual Meeting
    Number55
    LocationSabancı University, Koç University, and Özyeğin University
    CountryTurkey
    CityIstanbul
    Period03/07/201306/07/2013
    Internet address
    SeriesAcademy of International Business. Annual Meeting. Proceedings
    Volume55
    ISSN2078-4430

    Cite this

    Van Vo, D., Beugelsdijk, S., de Jong, G., & Jindra, B. (2013). Decision-Making Autonomy and Subsidiary Innovation. In P. McDougall-Covin, & T. Kiyak (Eds.), Proceedings of the 55th Annual Meeting of the Academy of International Business (pp. 63). East Lansing, MI: Academy of International Business. Academy of International Business. Annual Meeting. Proceedings, Vol.. 55
    Van Vo, Dut ; Beugelsdijk, Sjoerd ; de Jong, Gjalt ; Jindra, Björn . / Decision-Making Autonomy and Subsidiary Innovation. Proceedings of the 55th Annual Meeting of the Academy of International Business. editor / Patricia McDougall-Covin ; Tunga Kiyak. East Lansing, MI : Academy of International Business, 2013. pp. 63 (Academy of International Business. Annual Meeting. Proceedings, ???volume??? 55).
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    title = "Decision-Making Autonomy and Subsidiary Innovation",
    abstract = "This paper investigates how decision-making autonomy affects the possibility and intensity of innovation in subsidiaries of multinational enterprises (MNEs). Subsidiaries are increasingly identified as sources of innovation and as vehicles for cross-border transfer of new competences. The question of how much decision-making autonomy subsidiaries should have is a core issue in the management of headquarters-subsidiary relationships. Using two complementary theoretical perspectives, we hypothesize a non-linear relationship between subsidiary’s decision-making autonomy and innovation. We test our hypothesis in a multi-country and multiindustry database based on survey evidence of 134 subsidiaries located in five Central and Eastern European countries from 23 home countries. The empirical results provide support for a non-linear U shaped relationship between subsidiary decision-making autonomy and innovation intensity.",
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    Van Vo, D, Beugelsdijk, S, de Jong, G & Jindra, B 2013, Decision-Making Autonomy and Subsidiary Innovation. in P McDougall-Covin & T Kiyak (eds), Proceedings of the 55th Annual Meeting of the Academy of International Business. Academy of International Business, East Lansing, MI, Academy of International Business. Annual Meeting. Proceedings, vol. 55, pp. 63, Istanbul, Turkey, 03/07/2013.

    Decision-Making Autonomy and Subsidiary Innovation. / Van Vo, Dut; Beugelsdijk, Sjoerd; de Jong, Gjalt; Jindra, Björn .

    Proceedings of the 55th Annual Meeting of the Academy of International Business. ed. / Patricia McDougall-Covin; Tunga Kiyak. East Lansing, MI : Academy of International Business, 2013. p. 63.

    Research output: Chapter in Book/Report/Conference proceedingConference abstract in proceedingsResearchpeer-review

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    N2 - This paper investigates how decision-making autonomy affects the possibility and intensity of innovation in subsidiaries of multinational enterprises (MNEs). Subsidiaries are increasingly identified as sources of innovation and as vehicles for cross-border transfer of new competences. The question of how much decision-making autonomy subsidiaries should have is a core issue in the management of headquarters-subsidiary relationships. Using two complementary theoretical perspectives, we hypothesize a non-linear relationship between subsidiary’s decision-making autonomy and innovation. We test our hypothesis in a multi-country and multiindustry database based on survey evidence of 134 subsidiaries located in five Central and Eastern European countries from 23 home countries. The empirical results provide support for a non-linear U shaped relationship between subsidiary decision-making autonomy and innovation intensity.

    AB - This paper investigates how decision-making autonomy affects the possibility and intensity of innovation in subsidiaries of multinational enterprises (MNEs). Subsidiaries are increasingly identified as sources of innovation and as vehicles for cross-border transfer of new competences. The question of how much decision-making autonomy subsidiaries should have is a core issue in the management of headquarters-subsidiary relationships. Using two complementary theoretical perspectives, we hypothesize a non-linear relationship between subsidiary’s decision-making autonomy and innovation. We test our hypothesis in a multi-country and multiindustry database based on survey evidence of 134 subsidiaries located in five Central and Eastern European countries from 23 home countries. The empirical results provide support for a non-linear U shaped relationship between subsidiary decision-making autonomy and innovation intensity.

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    Van Vo D, Beugelsdijk S, de Jong G, Jindra B. Decision-Making Autonomy and Subsidiary Innovation. In McDougall-Covin P, Kiyak T, editors, Proceedings of the 55th Annual Meeting of the Academy of International Business. East Lansing, MI: Academy of International Business. 2013. p. 63. (Academy of International Business. Annual Meeting. Proceedings, Vol. 55).