The strategy literature has shown that headquarters involve themselves into subsidiary operations to add value. Yet, little is known about the extent to which multiple headquarters do so. Therefore, we investigate antecedents of corporate and divisional headquarters’ involvement in innovation development projects of subsidiaries. Analyses of 85 innovation development projects reveal that dual innovation importance (innovation that is important for the division and the rest of the firm), and dual dual embeddedness (innovating subsidiary is embedded both within the division and in the rest of the firm) lead to greater dual headquarters involvement, especially when the innovation development network is large. The results contribute to the literature on complex parenting and theory of selective headquarters involvement.
|Number of pages||7|
|Publication status||Published - 2014|
|Event||Strategic Management Society 34th Annual International Conference. SMS 2014 - Madrid, Spain|
Duration: 20 Sep 2014 → 23 Sep 2014
Conference number: 34
|Conference||Strategic Management Society 34th Annual International Conference. SMS 2014|
|Period||20/09/2014 → 23/09/2014|