Value-Chain Networks and Entrepreneurial Output in Multinational Subsidiaries

Pavlos  Dimitratos; Ulf Andersson; Ioanna  Liouka

Value-Chain Networks and Entrepreneurial Output in Multinational Subsidiaries

Pavlos Dimitratos, Ulf Andersson, Ioanna Liouka

Research output: Chapter in Book/Report/Conference proceeding › Conference abstract in proceedings › Research › peer-review

Abstract

Value-chain networks are of major importance to multinational subsidiaries, yet they have failed to receive significant attention in the literature. We extend the knowledge-based view of the firm by exploring whether three different types of multinational subsidiary networks have dissimilar impact on their entrepreneurial output. Entrepreneurial output can generate superior performance and positive externalities to the subsidiary. Based on
a large-scale study of 268 multinational subsidiaries in the UK, we find that value-chain networks have a higher positive impact than multinational corporation (MNC) networks and non value-chain networks; because they
may provide the subsidiary knowledge with market opportunities that it lacks and that the other types of networks cannot effectively provide. However, value-chain networks have a negative effect on entrepreneurial output of a subsidiary operating in an environment of high uncertainty; because they can constrain the exploration and creation of new knowledge that cannot be provided by any of the networks. Contrary to our expectations, the combined effect of value-chain and non-value chain networks has a negative influence on
entrepreneurial output; and, the combined effect of value-chain and MNC networks does not affect entrepreneurial output. Research and managerial implications are discussed.

Original language	English
Title of host publication	Proceedings of the 53rd Annual Meeting of the Academy of International Business
Editors	Shige Makingo , Tunga Kiyak
Place of Publication	East Lansing, MI
Publisher	Academy of International Business
Publication date	2011
Pages	200
Publication status	Published - 2011
Event	AIB 2011 Annual Meeting: International Business for Sustainable World Development - Nagoya, Japan Duration: 24 Jun 2011 → 28 Jun 2011 Conference number: 53 http://aib.msu.edu/events/2011/

Conference

Conference	AIB 2011 Annual Meeting
Number	53
Country/Territory	Japan
City	Nagoya
Period	24/06/2011 → 28/06/2011
Internet address	http://aib.msu.edu/events/2011/

Series	Academy of International Business. Annual Meeting. Proceedings
Volume	53
ISSN	2078-4430

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http://aib.msu.edu/events/2011/AIB2011_ConferenceProceedings.pdf

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Dimitratos, Pavlos ; Andersson, Ulf ; Liouka, Ioanna . / Value-Chain Networks and Entrepreneurial Output in Multinational Subsidiaries. Proceedings of the 53rd Annual Meeting of the Academy of International Business. editor / Shige Makingo ; Tunga Kiyak. East Lansing, MI : Academy of International Business, 2011. pp. 200 (Academy of International Business. Annual Meeting. Proceedings, Vol. 53).

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abstract = "Value-chain networks are of major importance to multinational subsidiaries, yet they have failed to receive significant attention in the literature. We extend the knowledge-based view of the firm by exploring whether three different types of multinational subsidiary networks have dissimilar impact on their entrepreneurial output. Entrepreneurial output can generate superior performance and positive externalities to the subsidiary. Based ona large-scale study of 268 multinational subsidiaries in the UK, we find that value-chain networks have a higher positive impact than multinational corporation (MNC) networks and non value-chain networks; because theymay provide the subsidiary knowledge with market opportunities that it lacks and that the other types of networks cannot effectively provide. However, value-chain networks have a negative effect on entrepreneurial output of a subsidiary operating in an environment of high uncertainty; because they can constrain the exploration and creation of new knowledge that cannot be provided by any of the networks. Contrary to our expectations, the combined effect of value-chain and non-value chain networks has a negative influence onentrepreneurial output; and, the combined effect of value-chain and MNC networks does not affect entrepreneurial output. Research and managerial implications are discussed.",

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Dimitratos, P, Andersson, U & Liouka, I 2011, Value-Chain Networks and Entrepreneurial Output in Multinational Subsidiaries. in S Makingo & T Kiyak (eds), Proceedings of the 53rd Annual Meeting of the Academy of International Business. Academy of International Business, East Lansing, MI, Academy of International Business. Annual Meeting. Proceedings, vol. 53, pp. 200, AIB 2011 Annual Meeting, Nagoya, Japan, 24/06/2011. <http://aib.msu.edu/events/2011/AIB2011_ConferenceProceedings.pdf>

Value-Chain Networks and Entrepreneurial Output in Multinational Subsidiaries. / Dimitratos, Pavlos ; Andersson, Ulf; Liouka, Ioanna .
Proceedings of the 53rd Annual Meeting of the Academy of International Business. ed. / Shige Makingo ; Tunga Kiyak. East Lansing, MI: Academy of International Business, 2011. p. 200 (Academy of International Business. Annual Meeting. Proceedings, Vol. 53).

Research output: Chapter in Book/Report/Conference proceeding › Conference abstract in proceedings › Research › peer-review

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AB - Value-chain networks are of major importance to multinational subsidiaries, yet they have failed to receive significant attention in the literature. We extend the knowledge-based view of the firm by exploring whether three different types of multinational subsidiary networks have dissimilar impact on their entrepreneurial output. Entrepreneurial output can generate superior performance and positive externalities to the subsidiary. Based ona large-scale study of 268 multinational subsidiaries in the UK, we find that value-chain networks have a higher positive impact than multinational corporation (MNC) networks and non value-chain networks; because theymay provide the subsidiary knowledge with market opportunities that it lacks and that the other types of networks cannot effectively provide. However, value-chain networks have a negative effect on entrepreneurial output of a subsidiary operating in an environment of high uncertainty; because they can constrain the exploration and creation of new knowledge that cannot be provided by any of the networks. Contrary to our expectations, the combined effect of value-chain and non-value chain networks has a negative influence onentrepreneurial output; and, the combined effect of value-chain and MNC networks does not affect entrepreneurial output. Research and managerial implications are discussed.

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Dimitratos P, Andersson U, Liouka I. Value-Chain Networks and Entrepreneurial Output in Multinational Subsidiaries. In Makingo S, Kiyak T, editors, Proceedings of the 53rd Annual Meeting of the Academy of International Business. East Lansing, MI: Academy of International Business. 2011. p. 200. (Academy of International Business. Annual Meeting. Proceedings, Vol. 53).