000			01615naa a2200193uu 4500
001			9092316555913
003			OSt
005			20190211165544.0
008			090923s2009 xx ||||gr |0|| 0 eng d
100	1		_aDÖRRENBÄCHER, Christoph _937840
245	1	0	_aA micro-political perspective on subsidiary initiative-taking : _bEvidence from German-owned subsidiaries in France
260			_aOxford : _bElsevier, _capril2009
520	3		_aAs classical micro-political studies have shown, management behavior is not only constrained or enabled by certain cultural, structural and institutional patterns, but is shaped by individual interests and actor rationales. Based on the assumption that actors are neither the organs of given structures nor acting fully autonomously, the paper highlights how key foreign subsidiary managers interpret and integrate individual, socio-political, organizational as well as some home and host country factors into distinct subsidiary initiatives, which they then try to accomplish in negotiations with the headquarters. Empirically the paper builds on three explorative case studies undertaken in German-owned subsidiaries in France, covering all main forms of subsidiary initiatives (local, global and MNC internal subsidiary initiatives).
590			_aMultinational corporations; Subsidiary initiative; Foreign subsidiary management; Headquarters-subsidiary relationships
700	1		_aGEPPERT, Mike _937841
773	0	8	_tEuropean Management Journal _g27, 2, p. 100-112 _dOxford : Elsevier, april2009 _xISSN 02732363 _w
942			_cS
998			_a20090923 _b1655^b _cmayze
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c30161 _d30161
041			_aeng