Strategy Variable in Subsidiary Research – the Case of Miles and Snow Typology

ŽÁKOVÁ TALPOVÁ, Sylva. Strategy Variable in Subsidiary Research – the Case of Miles and Snow Typology. Online. In Vladlena Benson, Fragkiskos Filippaios. Proceedings of the 15th European Conference on Research Methodology for Business and Management Studies. Reading, UK: Academic Conferences and Publishing International Limited, 2016. s. 349-357. ISBN 978-1-910810-95-8. [citováno 2024-04-24]

Základní údaje

• Originální název: Strategy Variable in Subsidiary Research – the Case of Miles and Snow Typology
• Autoři: ŽÁKOVÁ TALPOVÁ, Sylva (203 Česká republika, garant, domácí)
• Vydání: Reading, UK, Proceedings of the 15th European Conference on Research Methodology for Business and Management Studies, od s. 349-357, 9 s. 2016.
• Nakladatel: Academic Conferences and Publishing International Limited

Další údaje

• Originální jazyk: angličtina
• Typ výsledku: Stať ve sborníku
• Obor: 50204 Business and management
• Stát vydavatele: Velká Británie a Severní Irsko
• Utajení: není předmětem státního či obchodního tajemství
• Forma vydání: tištěná verze "print"
• Kód RIV: RIV/00216224:14560/16:00090786
• Organizační jednotka: Ekonomicko-správní fakulta
• ISBN: 978-1-910810-95-8
• ISSN: 2049-0968
• UT WoS: 000401232000042
• Klíčová slova anglicky: Strategy; MNE; operationalisation; subsidiary strategy; strategy research
• Příznaky: Mezinárodní význam, Recenzováno

Anotace

The multinational subsidiary offers a unique context for studying company strategy, but, to date, current literature lacks a coherent approach. Subsidiary strategy is often studied from the headquarters' perspective. Frameworks applied to subsidiaries might be inappropriate, not reflecting the specifics of a MNE subsidiary. This can subsequently affect results of the research and our understanding of subsidiary strategy. Despite enormous development of subsidiary strategy research in the past few decades, there is very little guidance for researchers and managers. This article responds to this challenge by examining the operationalisation of strategy variable in subsidiary management research. A qualitative research among 46 subsidiary managers was conducted, using Miles and Snow strategy typology and a self-typing approach. Results show that the use of the existing operationalisation of strategy variable for subsidiaries is not without shortcomings. Respondents are often not able to choose a strategy for their subsidiary. Reasons are analysed and, adding to the previous works on subsidiary research, methodological recommendations are made for future subsidiary strategy research.