How Does Subsidiary Autonomy Influence Performance in the Emerging Economy: Different Moderating Effects of Subsidiary Entrepreneurship
Author:
Affiliation:
1. Department of Business Administration , Shih Chien University , 70, Ta-Chi Street , Taipei , 104 , Taiwan
Abstract
Publisher
Walter de Gruyter GmbH
Subject
Management of Technology and Innovation,Strategy and Management,Business and International Management
Link
https://www.degruyter.com/document/doi/10.1515/erj-2021-0346/pdf
Reference89 articles.
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2. Ambos, T. C., U. Andersson, and J. Birkinshaw. 2010. “What Are the Consequences of Initiative-Taking in Multinational Subsidiaries?” Journal of International Business Studies 41 (7): 1099–118, https://doi.org/10.1057/jibs.2010.19.
3. Ambos, B., K. Asakawa, and T. C. Ambos. 2011. “A Dynamic Perspective on Subsidiary Autonomy.” Global Strategy Journal 1 (3–4): 301–16, https://doi.org/10.1002/gsj.25.
4. Ambos, M., S. Kunisch, U. Leicht-Deobald, and A. S. Steinberg. 2019. “Unravelling Agency Relations inside the MNC: The Roles of Socialization, Goal Conflicts and Second Principals in Headquarters-Subsidiary Relationships.” Journal of World Business 54 (1): 67–81, https://doi.org/10.1016/j.jwb.2018.10.001.
5. Anderson, J., and D. W. Gerbing. 1988. “Structural Equation Modeling in Practice: A Review and Recommended Two-step Approach.” Psychological Bulletin 103 (3): 411–23, https://doi.org/10.1037/0033-2909.103.3.411.
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