Initiatives by Subsidiaries of Multinational Corporations

1. Front Matter

   Pages i-xxvi

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2. Introduction

   • Lars R. Dzedek

   Pages 1-7

3. Review of the Literature on Subsidiary Initiatives

   • Lars R. Dzedek

   Pages 9-44

4. Research Framework

   • Lars R. Dzedek

   Pages 45-257

5. Empirical Study

   • Lars R. Dzedek

   Pages 259-331

6. Empirical Findings

   • Lars R. Dzedek

   Pages 333-509

7. Contributions, Limitations and the Road Ahead

   • Lars R. Dzedek

   Pages 511-526

8. Back Matter

   Pages 527-589

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In the field of international business, it is increasingly recognized that Multinational Corporations (MNCs) can no longer rely on headquarters as the single source of competitive advantage. Therefore, growing interest centers on decentralized entrepreneurial initiatives that originate in their network of foreign subsidiaries. Based on an extensive review of literature, Lars R. Dzedek develops a comprehensive framework to help explain how the setting in which a foreign subsidiary operates impacts its entrepreneurial initiatives and outcomes. The author conducts an empirical investigation in 14 foreign units of two large MNCs and offers detailed case studies with rich insights into entrepreneurial subsidiary activities.

• Subsidiary Initiative
• Subsidiary Entrepreneurship
• Subsidiary Innovation
• Subsidiary Role
• Resource-based View
• Entrepreneurial process perspective
• Headquarters-subsidiary relationship

• Fort Lauderdale, USA

  Lars R. Dzedek

Dr. Lars R. Dzedek finished his doctorate at ESCP Europe Wirtschaftshochschule Berlin, Chair of International Management and Strategic Management. He now leads the regional office of an internal management consulting firm of a large Multinational Corporation. 

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