Detailed Information on Publication Record
2016
Strategy Variable in Subsidiary Research – the Case of Miles and Snow Typology
ŽÁKOVÁ TALPOVÁ, SylvaBasic information
Original name
Strategy Variable in Subsidiary Research – the Case of Miles and Snow Typology
Authors
ŽÁKOVÁ TALPOVÁ, Sylva (203 Czech Republic, guarantor, belonging to the institution)
Edition
Reading, UK, Proceedings of the 15th European Conference on Research Methodology for Business and Management Studies, p. 349-357, 9 pp. 2016
Publisher
Academic Conferences and Publishing International Limited
Other information
Language
English
Type of outcome
Stať ve sborníku
Field of Study
50204 Business and management
Country of publisher
United Kingdom of Great Britain and Northern Ireland
Confidentiality degree
není předmětem státního či obchodního tajemství
Publication form
printed version "print"
RIV identification code
RIV/00216224:14560/16:00090786
Organization unit
Faculty of Economics and Administration
ISBN
978-1-910810-95-8
ISSN
UT WoS
000401232000042
Keywords in English
Strategy; MNE; operationalisation; subsidiary strategy; strategy research
Tags
International impact, Reviewed
Změněno: 30/10/2020 08:28, Ing. Bc. Sylva Žáková Talpová, Ph.D.
Abstract
V originále
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.