ŽÁKOVÁ TALPOVÁ, Sylva. Strategy Variable in Subsidiary Research – the Case of Miles and Snow Typology. 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, p. 349-357. ISBN 978-1-910810-95-8.
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Basic 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
Original language English
Type of outcome Proceedings paper
Field of Study 50204 Business and management
Country of publisher United Kingdom of Great Britain and Northern Ireland
Confidentiality degree is not subject to a state or trade secret
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 2049-0968
UT WoS 000401232000042
Keywords in English Strategy; MNE; operationalisation; subsidiary strategy; strategy research
Tags International impact, Reviewed
Changed by Changed by: Ing. Bc. Sylva Žáková Talpová, Ph.D., učo 99992. Changed: 30/10/2020 08:28.
Abstract
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.
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