![]() The positive impact of DPA intensity and the negative effect of DPA scope on international sales are both weakened when MNEs have geographically remote subsidiaries. Our results suggest that MNEs with more intensive and persistent DPA are more effective in reaching global customers and achieving better international sales, whereas MNEs with a more diversified (i.e., scattered) DPA scope suffer from constrained international sales. Building on the attention-based view, this study explores the impacts of three distinct dimensions of DPA: intensity, persistence, and scope. In this study, we examine the overall time and effort spent by MNEs to develop and operate digital platforms, which we call digital platform attention (DPA). Multinational enterprises (MNEs) devote substantial efforts to deploying and maintaining digital platforms. Power on innovation performance was only revealed for high/medium-high-techįS, while the subsidiaries’ autonomy showed no significant influence on theirĭigital platforms, which play increasingly important roles in today’s digitally connected world, are technologically complex and financially costly undertakings. Besides, the positive influence of systemic Medium-high-tech firms if coinciding with strong resource-based specific advantages.Īnother finding was that the external embeddedness of FS had a positiveĮffect on their innovation performance. Influence of internal embeddedness on innovation performance enhanced for high/ We observedĪ positive influence of FS’ own assets on innovation performance, especially ifĬoupled with their deep internal embeddedness. Quantile regression equations to provide additional layers of detail. The ordinary least squares (OLS) regression model was applied, along with three The analysis is based on a 2018 survey of 436 manufacturing FS in Poland. Specific advantages, internal embeddedness in the corporate network, externalĮmbeddedness, and by interactions between their systemic power and autonomy. FS innovation performance is explained by their resourcebased ![]() ![]() Gap in the understanding of factors influencing the innovation performance of FSĮstablished in Poland. Subsidiaries (FS) as well as internal and external relationships are perceived to beĬritically important for their performance. The resources and competencies of MNEs’ foreign The host country environment is an important source of knowledge for multinationalĮnterprises (MNEs). In addition to providing insights into how subsidiaries can achieve their goals, the paper also sheds light on the critical role headquarters plays in leveraging initiatives, and the influence of individual subsidiaries in the multinational enterprise. We also find that subsidiary initiatives have a direct effect on subsidiary autonomy, but the caveat is that initiatives also evoke headquarters monitoring, which in turn decreases the subsidiary's autonomy. Our results show that subsidiaries are not able to increase their influence through initiatives unless they get headquarters’ attention. Using structural equation modeling, our hypotheses are tested by drawing on a sample of 257 subsidiaries located in three different countries (Australia, Canada and the United Kingdom). We investigate how a subsidiary's past initiatives contribute to its bargaining power, and how headquarters’ response – through granting attention or monitoring – affects the realization of the subsidiary's goals. Building on resource dependence theory and self-determination theory we argue that two basic goals subsidiary managers pursue are to achieve autonomy vis-à-vis corporate headquarters, and influence over other units. The phenomenon of subsidiary initiative has received increasing attention in recent years, but the consequences of initiatives and the associated dynamics of headquarters–subsidiary relationships have received much less research attention. ![]()
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