Configurations of Strategy and Structure in Subsidiaries of Multinational Corporations
Configurations of Strategy and Structure in Subsidiaries of Multinational Corporations Author(s): Julian M. Birkinshaw and Allen J. Morrison Source: Journal of International Business Studies, Vol. 26, No. 4 (4th Qtr., 1995), pp. 729-753 Published by: Palgrave Macmillan Journals Stable URL: http://www.jstor.org/stable/155297 . Accessed: 06/04/2013 06:34
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CONFIGURATIONS OF STRATEGY AND STRUCTURE IN SUBSIDIARIES OF MULTINATIONAL CORPORATIONS Julian M. Birkinshaw* Stockholm School of Economics
Allen J. Morrison**
American GraduateSchool of InternationalManagement Abstract. A three-fold typology of subsidiary roles (world mandate, specialized contributor, local implementer) was induced from the literature and its empirical validity was confirmed. Adopting a configurational approach, we then explored the ways in which subsidiary 'structural context' varied across subsidiary role types. Structural context characteristics were determined through a discussion of the underlying principles of the 'hierarchy' and 'heterarchy' models of multinational organization. The key findings were: (a) higher strategic autonomy in world mandates than in local implementers; (b) a more
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JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.
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Palgrave Macmillan Journals is collaborating with JSTOR to digitize, preserve and extend access to Journal of International Business Studies.
http://www.jstor.org
This content downloaded from 150.203.111.6 on Sat, 6 Apr 2013 06:34:48 AM All use subject to JSTOR Terms and Conditions
CONFIGURATIONS OF STRATEGY AND STRUCTURE IN SUBSIDIARIES OF MULTINATIONAL CORPORATIONS Julian M. Birkinshaw* Stockholm School of Economics
Allen J. Morrison**
American GraduateSchool of InternationalManagement Abstract. A three-fold typology of subsidiary roles (world mandate, specialized contributor, local implementer) was induced from the literature and its empirical validity was confirmed. Adopting a configurational approach, we then explored the ways in which subsidiary 'structural context' varied across subsidiary role types. Structural context characteristics were determined through a discussion of the underlying principles of the 'hierarchy' and 'heterarchy' models of multinational organization. The key findings were: (a) higher strategic autonomy in world mandates than in local implementers; (b) a more