Shared Vision in MNE Subsidiaries: The Role of Formal, Personal, and Social Control in Its Development and Its Impact on Subsidiary Learning

Given the strategic importance of achieving global integration and worldwide learning for most multinational enterprises (MNEs), this article focuses on “shared vision” as a critical mechanism for realizing both goals. Specifically, this paper investigates the impact of three types of control mechan...

Full description

Saved in:
Bibliographic Details
Published inThunderbird international business review Vol. 54; no. 5; pp. 639 - 652
Main Author Colakoglu, Saba
Format Journal Article
LanguageEnglish
Published Hoboken Wiley Subscription Services, Inc., A Wiley Company 01.09.2012
Wiley Periodicals Inc
Subjects
Control
Multinational corporations
Objectives
Organizational learning
Studies
Subsidiaries
United States > US
Japan
Europe
Online AccessGet full text

Cover

Abstract Given the strategic importance of achieving global integration and worldwide learning for most multinational enterprises (MNEs), this article focuses on “shared vision” as a critical mechanism for realizing both goals. Specifically, this paper investigates the impact of three types of control mechanisms—formal (headquarters imposed rules and decisions), personal (the presence of expatriates), and social (social interaction among subunits) control—on building shared vision in subsidiaries and examines the subsequent impact of having shared vision on subsidiary learning. Overall, data from 99 subsidiaries located in the United States and headquartered either in Europe or Japan show that personal and social mechanisms of control are effective in building shared vision whereas formal control mechanisms have no impact. Results also support a significant relationship between shared vision and subsidiary learning. © 2012 Wiley Periodicals, Inc.
AbstractList Given the strategic importance of achieving global integration and worldwide learning for most multinational enterprises (MNEs), this article focuses on “shared vision” as a critical mechanism for realizing both goals. Specifically, this paper investigates the impact of three types of control mechanisms—formal (headquarters imposed rules and decisions), personal (the presence of expatriates), and social (social interaction among subunits) control—on building shared vision in subsidiaries and examines the subsequent impact of having shared vision on subsidiary learning. Overall, data from 99 subsidiaries located in the United States and headquartered either in Europe or Japan show that personal and social mechanisms of control are effective in building shared vision whereas formal control mechanisms have no impact. Results also support a significant relationship between shared vision and subsidiary learning. © 2012 Wiley Periodicals, Inc.
Given the strategic importance of achieving global integration and worldwide learning for most multinational enterprises (MNEs), this article focuses on "shared vision" as a critical mechanism for realizing both goals. Specifically, this paper investigates the impact of three types of control mechanisms -- formal (headquarters imposed rules and decisions), personal (the presence of expatriates), and social (social interaction among subunits) control -- on building shared vision in subsidiaries and examines the subsequent impact of having shared vision on subsidiary learning. Overall, data from 99 subsidiaries located in the United States and headquartered either in Europe or Japan show that personal and social mechanisms of control are effective in building shared vision whereas formal control mechanisms have no impact. Results also support a significant relationship between shared vision and subsidiary learning. [PUBLICATION ABSTRACT]
Author Colakoglu, Saba
Author_xml – sequence: 1
  givenname: Saba
  surname: Colakoglu
  fullname: Colakoglu, Saba
  email: scolakoglu@berry.edu
  organization: Berry College, Campbell School of Business
BookMark eNp1kM9OAyEQxonRRK0efAMSTyauwu4CXW-mtrVJraateiTsdlB0CxW2_nkHH1pq1Ztzmcnw-2aYbxdtWmcBoQNKTigh6Wlj4CSleUE20A5lKUl4W-SbsSYFT3LB0220G8ITIZRQynbQ5-RReZjhOxOMs9hYfDXq4smyDGZmlDcQzvD0EfDY1YCdxj3n56o-xjfgg7OrStkZnrjKqBp3nG28q1dTBk3AF_AKtVvMwTbf1Ko3mC9U1eC46m_HBx6C8tbYhz20pVUdYP8nt9BtrzvtXCbD6_6gcz5MqoxzkmitQJQZq0rNlE4Vm5WMKVpUHEgqNGNp3i5A8zLj8UatdC6EIpozUpQipSRrocP13IV3L0sIjXxySx-vCTK-iixvZzFa6GhNVd6F4EHLhTfz-N8IyZXZMpotv82O7OmafTM1fPwPyumg-6tI1goTGnj_Uyj_LLnIBJP3o74cspvibtwby1H2BUPTkYk
CitedBy_id crossref_primary_10_1016_j_jclepro_2023_140486
crossref_primary_10_16980_jitc_10_2_201404_959
crossref_primary_10_3390_ijerph17072446
crossref_primary_10_1002_tie_21776
crossref_primary_10_1002_tie_22019
crossref_primary_10_1016_j_technovation_2013_11_004
crossref_primary_10_1590_1807_7692bar2017160097
crossref_primary_10_1016_j_intman_2023_101046
crossref_primary_10_1002_csr_2268
crossref_primary_10_3390_su142416943
crossref_primary_10_21272_bel_7_1__25_36_2023
crossref_primary_10_1108_TR_06_2020_0259
crossref_primary_10_3390_su13105364
crossref_primary_10_1177_1847979020948749
crossref_primary_10_3390_su122410514
crossref_primary_10_1108_JGM_06_2021_0065
crossref_primary_10_3390_su12219198
crossref_primary_10_1002_piq_21244
crossref_primary_10_1111_beer_12113
crossref_primary_10_1057_abm_2013_6
crossref_primary_10_1016_j_jwb_2018_02_001
crossref_primary_10_1080_08841241_2022_2049951
Cites_doi 10.1177/1094428105280770
10.1016/j.ibusrev.2004.12.005
10.2307/258684
10.1057/palgrave.jibs.8490093
10.1177/014920630202800202
10.1002/tie.20349
10.1002/smj.206
10.1080/09585190902909822
10.1080/095851900339873
10.1002/smj.4250140602
10.1016/j.ibusrev.2004.04.010
10.2307/2391923
10.1016/S0969-5931(97)00040-1
10.2307/30040714
10.2307/258191
10.1080/13602380601133185
10.2307/2391959
10.2307/30040664
10.2307/256659
10.1002/smj.4250150606
10.1016/j.ibusrev.2005.07.001
10.1016/S0019-8501(01)00203-6
10.1057/palgrave.jibs.8490155
10.1080/09585190701799804
10.1057/palgrave.jibs.8490891
10.2307/2392231
10.1016/0304-405X(76)90026-X
10.2307/2391748
10.1037/0021-9010.88.5.879
10.1080/0958519042000181269
10.1016/S0149-2063(03)00083-7
10.2307/256457
10.1057/jibs.2008.106
10.1016/j.jbusvent.2009.01.006
10.1057/palgrave.jibs.8490370
10.2307/41172603
10.2307/259373
10.1057/palgrave.jibs.8400094
10.1108/01425450110409248
10.1057/palgrave.jibs.8490248
10.1002/(SICI)1097-0266(200004)21:4<473::AID-SMJ84>3.0.CO;2-I
10.1002/smj.4250171105
10.1016/S1090-9516(01)00061-X
10.1016/j.emj.2005.10.011
10.1057/palgrave.jibs.8490287
10.1057/palgrave.jibs.8490480
10.2307/257085
ContentType Journal Article
Copyright 2012 Wiley Periodicals, Inc.
Copyright Wiley Periodicals Inc. Sep/Oct 2012
Copyright_xml – notice: 2012 Wiley Periodicals, Inc.
– notice: Copyright Wiley Periodicals Inc. Sep/Oct 2012
DBID BSCLL
AAYXX
CITATION
7TQ
DHY
DON
DOI 10.1002/tie.21490
DatabaseName Istex
CrossRef
PAIS Index
PAIS International
PAIS International (Ovid)
DatabaseTitle CrossRef
PAIS International
DatabaseTitleList
CrossRef
PAIS International
DeliveryMethod fulltext_linktorsrc
Discipline International Relations
Business
EISSN 1520-6874
EndPage 652
ExternalDocumentID 2749201501
10_1002_tie_21490
TIE21490
ark_67375_WNG_L5P9VRFR_N
Genre article
Feature
GeographicLocations United States--US
Japan
Europe
GeographicLocations_xml – name: United States--US
– name: Europe
– name: Japan
GroupedDBID -~X
.-4
.3N
.GA
.Y3
0-V
05W
0R~
123
1L6
1OB
1OC
1XV
29Q
31~
33P
3V.
3WU
4.4
4ZD
50Y
50Z
52M
52O
52T
52U
52W
5VS
66C
702
7PT
7WY
8-0
8-1
8-3
8-4
8-5
8FL
8FW
8R4
8R5
8UM
8V8
930
9M8
A04
AABNI
AAESR
AAHHS
AAONW
AAOUF
AASGY
AAXRX
AAZKR
ABCQN
ABCUV
ABEML
ABIJN
ABJNI
ABPVW
ABSOO
ABUWG
ACAHQ
ACBKW
ACBWZ
ACCFJ
ACCZN
ACGFO
ACGFS
ACPOU
ACSCC
ACXQS
ADBBV
ADEMA
ADEOM
ADIZJ
ADKYN
ADMGS
ADXAS
ADZMN
AEEZP
AEGXH
AEIGN
AEIMD
AEQDE
AEUQT
AEUYR
AFBPY
AFFPM
AFGKR
AFKFF
AFKRA
AFPWT
AFZJQ
AHBTC
AIFKG
AIURR
AIWBW
AJBDE
AKVCP
ALAGY
ALMA_UNASSIGNED_HOLDINGS
ALSLI
ALUQN
AMBMR
AMYDB
ARALO
ASTYK
AZBYB
AZFZN
AZVAB
BAFTC
BDRZF
BENPR
BEZIV
BFHJK
BMKGK
BMXJE
BNVMJ
BPHCQ
BQESF
BROTX
BRXPI
BSCLL
CCPQU
CS3
D-C
D-D
DCZOG
DPSOV
DPXWK
DR2
DRFUL
DRSSH
DWQXO
EBO
EBS
EBU
EJD
F00
F01
F21
FEDTE
FRNLG
G-S
G.N
G50
GNP
GODZA
GROUPED_ABI_INFORM_ARCHIVE
GROUPED_ABI_INFORM_COMPLETE
GROUPED_ABI_INFORM_RESEARCH
HBH
HF~
HGLYW
HHY
HHZ
HVGLF
HZ~
H~9
IX1
JPC
K1G
K60
K6~
KC-
KQQ
LATKE
LAW
LEEKS
LH4
LITHE
LOXES
LP6
LP7
LUTES
LW6
LYRES
M0C
M2L
MEWTI
MK4
MRFUL
MRSSH
MSFUL
MSSSH
MXFUL
MXSSH
N04
N06
NF~
NNB
O66
O9-
OIG
P2W
P2Y
P4C
PALCI
PQBIZ
PQBZA
PQQKQ
PROAC
Q.N
Q2X
QB0
QRW
R.K
RIWAO
ROL
RWI
RX1
RYL
SAMSI
SUPJJ
TAE
TH9
TN5
UB1
UKR
V2E
V8K
VQA
W8V
W99
WBKPD
WEBCB
WIH
WII
WJL
WOHZO
WQZ
WRC
WSUWO
WWB
WXSBR
XSW
XV2
YNT
ZZTAW
~IA
~WP
AAMNL
AAYXX
ACRPL
ACYXJ
CITATION
7TQ
DHY
DON
ID FETCH-LOGICAL-c3660-ffae7b35cbf5af2a5db55a19c6e027f552489ef6b36115faf477a0f6509b72103
IEDL.DBID DR2
ISSN 1096-4762
IngestDate Thu Oct 10 17:25:17 EDT 2024
Fri Dec 06 04:05:01 EST 2024
Sat Aug 24 00:46:42 EDT 2024
Wed Oct 30 09:55:04 EDT 2024
IsPeerReviewed true
IsScholarly true
Issue 5
Language English
License http://onlinelibrary.wiley.com/termsAndConditions#vor
LinkModel DirectLink
MergedId FETCHMERGED-LOGICAL-c3660-ffae7b35cbf5af2a5db55a19c6e027f552489ef6b36115faf477a0f6509b72103
Notes ark:/67375/WNG-L5P9VRFR-N
istex:F38B9DF9365CD8DA97A7B463AD98A211E7D9CE26
ArticleID:TIE21490
PQID 1037348333
PQPubID 2873
PageCount 14
ParticipantIDs proquest_journals_1037348333
crossref_primary_10_1002_tie_21490
wiley_primary_10_1002_tie_21490_TIE21490
istex_primary_ark_67375_WNG_L5P9VRFR_N
PublicationCentury 2000
PublicationDate September/October 2012
PublicationDateYYYYMMDD 2012-09-01
PublicationDate_xml – month: 09
  year: 2012
  text: September/October 2012
PublicationDecade 2010
PublicationPlace Hoboken
PublicationPlace_xml – name: Hoboken
PublicationTitle Thunderbird international business review
PublicationTitleAlternate Thunderbird Int'l Bus Rev
PublicationYear 2012
Publisher Wiley Subscription Services, Inc., A Wiley Company
Wiley Periodicals Inc
Publisher_xml – name: Wiley Subscription Services, Inc., A Wiley Company
– name: Wiley Periodicals Inc
References Zaltman, G., Duncan, R., & Holbeck, J. (1973). Invention and organizations. New York, NY: Wiley.
Hofstede, G. (1980). Culture's consequence: International differences in work-related values. Beverly Hills, CA: Sage.
Eisenhardt, K. (1988). Agency and institutional theory explanations: The case of retail sales compensation. Academy of Management Journal, 31, 488-511.
Birkinshaw, J., Hood, N., & Young, S. (2005). Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance. International Business Review, 14, 227-248.
Hambrick, D. C., Geletkanycz, M. A., & Fredrickson, J. W. (1993). Top executive commitment to the status quo: Some tests of its determinants. Strategic Management Journal, 14, 401-418.
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879-903.
Taggart, J. H. (1997). Autonomy and procedural justice: A framework for evaluating subsidiary strategy. Journal of International Business Studies, 28, 233-255.
Doz, Y. L., Bartlett, C. A., & Prahalad, C. K. (1981). Global competitive pressures and host country demands: Managing tensions in MNCs. California Management Review, 23, 63-74.
Child, J. (1972). Strategies of control and organizational behavior. Administrative Science Quarterly, 18, 1-17.
Ghoshal, S., & Bartlett, C. A. (1990). The multinational corporation as an interorganizational network. Academy of Management Review, 15, 603-625.
Burgers, J. H., Jansen, J. J. P., Van Den Bosch, Frans, A. J., & Volberda, H. W. (2009). Structural differentiation and corporate venturing: The moderating role of formal and informal integration mechanisms. Journal of Business Venturing, 24, 206-220.
Harzing, A. (2001a). Of bears, bumble-bees and spiders: The role of expatriates in controlling foreign subsidiaries. Journal of World Business, 36, 366-379.
Roth, K., & O'Donnell, S. (1996). Foreign subsidiary compensation strategy: An agency theory perspective. Academy of Management Journal, 39, 678-703.
Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31, 515-524.
Roth, K., & Kostova, T. (2003). The use of the multinational corporation as a research context. Journal of Management, 9, 883-90.
Eisenhardt, K. (1989). Agency theory: An assessment and review. Academy of Management Review, 14, 57-74.
Colakoglu, S., Tarique, I., & Caligiuri, P. (2009). Towards a conceptual framework for the relationship between subsidiary staffing strategy and subsidiary performance. International Journal of Human Resource Management, 20, 223-239.
Edstrom, A., & Galbraith, J. R. (1977). Transfer of managers as a coordination and control device in multinational organizations. Administrative Science Quarterly, 22, 248-263.
Harzing, A. W. (2001b). An analysis of the functions of international transfer of managers in MNCs. Employee Relations, 23, 581-598.
Cycyota, C. S., Harrison, D. A., & Stahl, A. S. (2002). Enhancing survey response rates at the executive level: Are employee- or consumer-level techniques effective? Journal of Management, 28, 163-189.
Lane, P. J., Salk, J. E., & Lyles, A. (2001). Absorptive capacity, learning, and performance in international joint ventures. Strategic Management Journal, 22, 1139-1161.
Ouchi, W. G. (1980). Markets, bureaucracies, and clans. Administrative Science Quarterly, 25, 129-141.
Martinez, J. I., & Jarillo, J. C. (1989). The evolution of research on coordination mechanisms in multinational research. Journal of International Business Studies, 20, 489-514.
Bjorkman, I., Barner-Rasmussen, W., & Li, L. (2004). Managing knowledge transfer in MNCs: The impact of headquarters control mechanisms. Journal of International Business Studies, 35, 433-455.
Jensen, M., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs, and ownership structure. Journal of Financial Economics, 3, 305-360.
Tahvanainen, M., Welch, W., & Worm, V. (2005). Implications of short-term international assignments. European Management Journal, 23, 663-673.
Gupta, A. K., & Govindarajan, V. (2000) Knowledge flows within multinational corporations. Strategic Management Journal, 21, 473-496.
Delios, A., & Bjorkmanm, I. (2000). Expatriate staffing in foreign subsidiaries of Japanese multinational corporations in the PRC and the United States. International Journal of Human Resource Management, 11, 278-293.
Nohria, N., & Ghoshal, S. (1997). The differentiated network: Organizing multinational corporations for value creation. San Francisco, CA: Jossey-Bass.
Kostova, T., & Roth, K. (2003). Social capital in multinational corporations and a micro-macro model of its formation. Academy of Management Review, 28, 297-317.
Senge, P. M. (1990). The leader's work: Building learning organizations. Sloan Management Review, 32, 7-23.
Nohria, N., & Goshal, S. (1994). Differentiated fit and shared values: Alternatives for managing headquarters-subsidiary relations. Strategic Management Journal, 15, 491-502.
Bonache, J., Brewster, C., Suutari, V., & De Saa, P. (2010). Expatriation: Traditional criticisms and international careers: Introducing the special issue. Thunderbird International Business Review, 52, 263-274.
Li, L. (2005). The effects of trust and shared vision on inward knowledge transfer in subsidiaries' intra- and inter-organizational relationships. International Business Review, 14, 77-95.
Harzing, A. W. (1997). Response rates in international mail surveys: Results of a 22-country study. International Business Review, 6, 641-665.
Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17, 27-43.
Dillman, D. A. (2007). Mail and Internet surveys: The tailored design method (2nd ed.). Hoboken, NJ: Wiley.
Hocking, B. J., Brown, M., & Harzing A. W. (2004). A knowledge transfer perspective of strategic assignment purposes and their path-dependent outcomes. International Journal of Human Resource Management, 15, 565-586.
Cycyota, C. S., & Harrison, D. A. (2006). What (not) to expect when surveying executives: A meta-analysis of top manager response rates and techniques over time. Organizational Research Methods, 9, 133-160.
Baliga, B. R., & Jaeger, A. M. (1984). Multinational corporations: Control systems and delegation issues. Journal of International Business Studies, 15, 25-40.
Colakoglu, S., & Caligiuri, P. (2008). Cultural distance, expatriate staffing and subsidiary performance: The case of US subsidiaries of multinational corporations. International Journal of Human Resource Management, 19, 223-239.
Ouchi, W. G. (1977). The relationship between organizational structure and organizational control. Administrative Science Quarterly, 22, 95-113.
Li, L., Barner-Rasmussen, W., & Bjorkman, I. (2007). What difference does the location make? A social capital perspective on transfer of knowledge from multinational corporation subsidiaries located in China and Finland. Asia Pacific Business Review, 13, 1-17.
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23, 242-266.
Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of intrafirm networks. Academy of Management Journal, 41, 464-476.
Kogut, B., & Zander, U. (1993). Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies, 34, 625-645.
Lyles, M. A., & Salk, J. E. (1996). Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context. Journal of International Business Studies, 27, 877-904.
Bartlett, C. A., & Ghoshal, S. (1988). Managing across borders: The transnational solution. Cambridge, MA: Harvard Business School Press.
Gong, Y. (2003). Subsidiary staffing in multinational enterprises: Agency, resources, and performance. Academy of Management Journal, 46, 728-739.
Harzing, A. W. (2000). An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational companies. Journal of International Business Studies, 31, 101-120.
Andersson, U., Bjorkman, I., & Forsgren, M. (2005). Managing subsidiary knowledge creation: The effect of control mechanisms on subsidiary local embeddedness. International Business Review, 14, 521-538.
Rugman, A. M., & Verbeke, A. (1992). A note on the transnational solution and the transaction cost theory of multinational strategic management. Journal of International Business Studies, 23, 761-771.
Noorderhaven, N., & Harzing, A. W. (2009). Knowledge-sharing and social interaction within MNEs. Journal of International Business Studies, 40, 719-741.
2009; 40
1996; 39
1990; 15
1973
1977; 22
1988; 31
2001b; 23
1998; 41
1997; 6
2005; 23
1993; 34
1984; 15
2000; 11
2004; 35
2003; 9
2003; 46
1980
2001a; 36
1996; 27
1972; 18
2003; 88
1988
2009; 24
1980; 25
1990; 32
1996; 17
1989; 20
2009; 20
2002; 31
2000; 21
2008; 19
2006; 9
1976; 3
1997
2007
1997; 28
2001; 22
2007; 13
1998; 23
1981; 23
2002; 28
1993; 14
2004; 15
2000; 31
2003; 28
1994; 15
1989; 14
1992; 23
2010; 52
2005; 14
e_1_2_8_28_1
Senge P. M. (e_1_2_8_49_1) 1990; 32
e_1_2_8_24_1
e_1_2_8_47_1
e_1_2_8_26_1
e_1_2_8_3_1
e_1_2_8_5_1
e_1_2_8_7_1
e_1_2_8_9_1
e_1_2_8_20_1
e_1_2_8_43_1
e_1_2_8_22_1
e_1_2_8_45_1
e_1_2_8_17_1
e_1_2_8_19_1
e_1_2_8_13_1
e_1_2_8_36_1
e_1_2_8_15_1
e_1_2_8_38_1
e_1_2_8_32_1
e_1_2_8_11_1
e_1_2_8_34_1
e_1_2_8_53_1
e_1_2_8_51_1
Bartlett C. A. (e_1_2_8_4_1) 1988
e_1_2_8_29_1
Nohria N. (e_1_2_8_41_1) 1997
e_1_2_8_25_1
e_1_2_8_46_1
e_1_2_8_27_1
e_1_2_8_48_1
e_1_2_8_2_1
e_1_2_8_6_1
e_1_2_8_8_1
e_1_2_8_21_1
e_1_2_8_42_1
e_1_2_8_23_1
e_1_2_8_44_1
e_1_2_8_40_1
e_1_2_8_18_1
e_1_2_8_39_1
Zaltman G. (e_1_2_8_54_1) 1973
Hofstede G. (e_1_2_8_30_1) 1980
e_1_2_8_14_1
e_1_2_8_35_1
e_1_2_8_37_1
Dillman D. A. (e_1_2_8_16_1) 2007
e_1_2_8_10_1
e_1_2_8_31_1
e_1_2_8_12_1
e_1_2_8_33_1
e_1_2_8_52_1
e_1_2_8_50_1
References_xml – volume: 14
  start-page: 227
  year: 2005
  end-page: 248
  article-title: Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance.
  publication-title: International Business Review
– volume: 88
  start-page: 879
  year: 2003
  end-page: 903
  article-title: Common method biases in behavioral research: A critical review of the literature and recommended remedies
  publication-title: Journal of Applied Psychology
– volume: 28
  start-page: 297
  year: 2003
  end-page: 317
  article-title: Social capital in multinational corporations and a micro‐macro model of its formation
  publication-title: Academy of Management Review
– volume: 36
  start-page: 366
  year: 2001a
  end-page: 379
  article-title: Of bears, bumble‐bees and spiders: The role of expatriates in controlling foreign subsidiaries
  publication-title: Journal of World Business
– volume: 6
  start-page: 641
  year: 1997
  end-page: 665
  article-title: Response rates in international mail surveys: Results of a 22‐country study
  publication-title: International Business Review
– volume: 32
  start-page: 7
  year: 1990
  end-page: 23
  article-title: The leader's work: Building learning organizations
  publication-title: Sloan Management Review
– volume: 41
  start-page: 464
  year: 1998
  end-page: 476
  article-title: Social capital and value creation: The role of intrafirm networks
  publication-title: Academy of Management Journal
– volume: 52
  start-page: 263
  year: 2010
  end-page: 274
  article-title: Expatriation: Traditional criticisms and international careers: Introducing the special issue.
  publication-title: Thunderbird International Business Review
– volume: 28
  start-page: 163
  year: 2002
  end-page: 189
  article-title: Enhancing survey response rates at the executive level: Are employee‐ or consumer‐level techniques effective?
  publication-title: Journal of Management
– volume: 15
  start-page: 491
  year: 1994
  end-page: 502
  article-title: Differentiated fit and shared values: Alternatives for managing headquarters–subsidiary relations
  publication-title: Strategic Management Journal
– volume: 14
  start-page: 521
  year: 2005
  end-page: 538
  article-title: Managing subsidiary knowledge creation: The effect of control mechanisms on subsidiary local embeddedness.
  publication-title: International Business Review
– volume: 23
  start-page: 663
  year: 2005
  end-page: 673
  article-title: Implications of short‐term international assignments
  publication-title: European Management Journal
– volume: 9
  start-page: 883
  year: 2003
  end-page: 90
  article-title: The use of the multinational corporation as a research context
  publication-title: Journal of Management
– volume: 39
  start-page: 678
  year: 1996
  end-page: 703
  article-title: Foreign subsidiary compensation strategy: An agency theory perspective
  publication-title: Academy of Management Journal
– year: 1997
– volume: 23
  start-page: 581
  year: 2001b
  end-page: 598
  article-title: An analysis of the functions of international transfer of managers in MNCs
  publication-title: Employee Relations
– volume: 3
  start-page: 305
  year: 1976
  end-page: 360
  article-title: Theory of the firm: Managerial behavior, agency costs, and ownership structure
  publication-title: Journal of Financial Economics
– volume: 19
  start-page: 223
  year: 2008
  end-page: 239
  article-title: Cultural distance, expatriate staffing and subsidiary performance: The case of US subsidiaries of multinational corporations
  publication-title: International Journal of Human Resource Management
– volume: 23
  start-page: 242
  year: 1998
  end-page: 266
  article-title: Social capital, intellectual capital, and the organizational advantage
  publication-title: Academy of Management Review
– volume: 35
  start-page: 433
  year: 2004
  end-page: 455
  article-title: Managing knowledge transfer in MNCs: The impact of headquarters control mechanisms.
  publication-title: Journal of International Business Studies
– volume: 9
  start-page: 133
  year: 2006
  end-page: 160
  article-title: What (not) to expect when surveying executives: A meta‐analysis of top manager response rates and techniques over time
  publication-title: Organizational Research Methods
– volume: 14
  start-page: 77
  year: 2005
  end-page: 95
  article-title: The effects of trust and shared vision on inward knowledge transfer in subsidiaries' intra‐ and inter‐organizational relationships
  publication-title: International Business Review
– volume: 15
  start-page: 565
  year: 2004
  end-page: 586
  article-title: A knowledge transfer perspective of strategic assignment purposes and their path‐dependent outcomes
  publication-title: International Journal of Human Resource Management
– volume: 22
  start-page: 95
  year: 1977
  end-page: 113
  article-title: The relationship between organizational structure and organizational control
  publication-title: Administrative Science Quarterly
– volume: 11
  start-page: 278
  year: 2000
  end-page: 293
  article-title: Expatriate staffing in foreign subsidiaries of Japanese multinational corporations in the PRC and the United States
  publication-title: International Journal of Human Resource Management
– volume: 20
  start-page: 223
  year: 2009
  end-page: 239
  article-title: Towards a conceptual framework for the relationship between subsidiary staffing strategy and subsidiary performance
  publication-title: International Journal of Human Resource Management
– year: 2007
– volume: 18
  start-page: 1
  year: 1972
  end-page: 17
  article-title: Strategies of control and organizational behavior
  publication-title: Administrative Science Quarterly
– year: 1973
– volume: 14
  start-page: 57
  year: 1989
  end-page: 74
  article-title: Agency theory: An assessment and review
  publication-title: Academy of Management Review
– volume: 46
  start-page: 728
  year: 2003
  end-page: 739
  article-title: Subsidiary staffing in multinational enterprises: Agency, resources, and performance
  publication-title: Academy of Management Journal
– volume: 31
  start-page: 515
  year: 2002
  end-page: 524
  article-title: Learning orientation, firm innovation capability, and firm performance
  publication-title: Industrial Marketing Management
– volume: 23
  start-page: 761
  year: 1992
  end-page: 771
  article-title: A note on the transnational solution and the transaction cost theory of multinational strategic management
  publication-title: Journal of International Business Studies
– volume: 25
  start-page: 129
  year: 1980
  end-page: 141
  article-title: Markets, bureaucracies, and clans
  publication-title: Administrative Science Quarterly
– volume: 13
  start-page: 1
  year: 2007
  end-page: 17
  article-title: What difference does the location make? A social capital perspective on transfer of knowledge from multinational corporation subsidiaries located in China and Finland
  publication-title: Asia Pacific Business Review
– volume: 17
  start-page: 27
  year: 1996
  end-page: 43
  article-title: Exploring internal stickiness: Impediments to the transfer of best practice within the firm
  publication-title: Strategic Management Journal
– year: 1980
– volume: 34
  start-page: 625
  year: 1993
  end-page: 645
  article-title: Knowledge of the firm and the evolutionary theory of the multinational corporation
  publication-title: Journal of International Business Studies
– volume: 40
  start-page: 719
  year: 2009
  end-page: 741
  article-title: Knowledge‐sharing and social interaction within MNEs
  publication-title: Journal of International Business Studies
– year: 1988
– volume: 20
  start-page: 489
  year: 1989
  end-page: 514
  article-title: The evolution of research on coordination mechanisms in multinational research
  publication-title: Journal of International Business Studies
– volume: 28
  start-page: 233
  year: 1997
  end-page: 255
  article-title: Autonomy and procedural justice: A framework for evaluating subsidiary strategy
  publication-title: Journal of International Business Studies
– volume: 14
  start-page: 401
  year: 1993
  end-page: 418
  article-title: Top executive commitment to the status quo: Some tests of its determinants
  publication-title: Strategic Management Journal
– volume: 22
  start-page: 1139
  year: 2001
  end-page: 1161
  article-title: Absorptive capacity, learning, and performance in international joint ventures
  publication-title: Strategic Management Journal
– volume: 15
  start-page: 25
  year: 1984
  end-page: 40
  article-title: Multinational corporations: Control systems and delegation issues.
  publication-title: Journal of International Business Studies
– volume: 21
  start-page: 473
  year: 2000
  end-page: 496
  article-title: Knowledge flows within multinational corporations
  publication-title: Strategic Management Journal
– volume: 31
  start-page: 101
  year: 2000
  end-page: 120
  article-title: An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational companies
  publication-title: Journal of International Business Studies
– volume: 24
  start-page: 206
  year: 2009
  end-page: 220
  article-title: Structural differentiation and corporate venturing: The moderating role of formal and informal integration mechanisms
  publication-title: Journal of Business Venturing
– volume: 22
  start-page: 248
  year: 1977
  end-page: 263
  article-title: Transfer of managers as a coordination and control device in multinational organizations
  publication-title: Administrative Science Quarterly
– volume: 27
  start-page: 877
  year: 1996
  end-page: 904
  article-title: Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context
  publication-title: Journal of International Business Studies
– volume: 23
  start-page: 63
  year: 1981
  end-page: 74
  article-title: Global competitive pressures and host country demands: Managing tensions in MNCs
  publication-title: California Management Review
– volume: 31
  start-page: 488
  year: 1988
  end-page: 511
  article-title: Agency and institutional theory explanations: The case of retail sales compensation
  publication-title: Academy of Management Journal
– volume: 15
  start-page: 603
  year: 1990
  end-page: 625
  article-title: The multinational corporation as an interorganizational network
  publication-title: Academy of Management Review
– ident: e_1_2_8_13_1
  doi: 10.1177/1094428105280770
– ident: e_1_2_8_35_1
  doi: 10.1016/j.ibusrev.2004.12.005
– volume: 32
  start-page: 7
  year: 1990
  ident: e_1_2_8_49_1
  article-title: The leader's work: Building learning organizations
  publication-title: Sloan Management Review
  contributor:
    fullname: Senge P. M.
– ident: e_1_2_8_21_1
  doi: 10.2307/258684
– volume-title: Managing across borders: The transnational solution
  year: 1988
  ident: e_1_2_8_4_1
  contributor:
    fullname: Bartlett C. A.
– ident: e_1_2_8_51_1
  doi: 10.1057/palgrave.jibs.8490093
– ident: e_1_2_8_14_1
  doi: 10.1177/014920630202800202
– ident: e_1_2_8_7_1
  doi: 10.1002/tie.20349
– ident: e_1_2_8_34_1
  doi: 10.1002/smj.206
– ident: e_1_2_8_12_1
  doi: 10.1080/09585190902909822
– volume-title: Invention and organizations
  year: 1973
  ident: e_1_2_8_54_1
  contributor:
    fullname: Zaltman G.
– ident: e_1_2_8_15_1
  doi: 10.1080/095851900339873
– volume-title: The differentiated network: Organizing multinational corporations for value creation
  year: 1997
  ident: e_1_2_8_41_1
  contributor:
    fullname: Nohria N.
– ident: e_1_2_8_24_1
  doi: 10.1002/smj.4250140602
– ident: e_1_2_8_5_1
  doi: 10.1016/j.ibusrev.2004.04.010
– ident: e_1_2_8_10_1
  doi: 10.2307/2391923
– ident: e_1_2_8_25_1
  doi: 10.1016/S0969-5931(97)00040-1
– ident: e_1_2_8_33_1
  doi: 10.2307/30040714
– ident: e_1_2_8_20_1
  doi: 10.2307/258191
– ident: e_1_2_8_36_1
  doi: 10.1080/13602380601133185
– ident: e_1_2_8_18_1
  doi: 10.2307/2391959
– ident: e_1_2_8_22_1
  doi: 10.2307/30040664
– ident: e_1_2_8_47_1
  doi: 10.2307/256659
– volume-title: Mail and Internet surveys: The tailored design method
  year: 2007
  ident: e_1_2_8_16_1
  contributor:
    fullname: Dillman D. A.
– ident: e_1_2_8_40_1
  doi: 10.1002/smj.4250150606
– ident: e_1_2_8_2_1
  doi: 10.1016/j.ibusrev.2005.07.001
– ident: e_1_2_8_9_1
  doi: 10.1016/S0019-8501(01)00203-6
– ident: e_1_2_8_37_1
  doi: 10.1057/palgrave.jibs.8490155
– ident: e_1_2_8_11_1
  doi: 10.1080/09585190701799804
– ident: e_1_2_8_26_1
  doi: 10.1057/palgrave.jibs.8490891
– ident: e_1_2_8_44_1
  doi: 10.2307/2392231
– ident: e_1_2_8_31_1
  doi: 10.1016/0304-405X(76)90026-X
– ident: e_1_2_8_43_1
  doi: 10.2307/2391748
– ident: e_1_2_8_45_1
  doi: 10.1037/0021-9010.88.5.879
– ident: e_1_2_8_29_1
  doi: 10.1080/0958519042000181269
– ident: e_1_2_8_46_1
  doi: 10.1016/S0149-2063(03)00083-7
– ident: e_1_2_8_19_1
  doi: 10.2307/256457
– ident: e_1_2_8_42_1
  doi: 10.1057/jibs.2008.106
– ident: e_1_2_8_8_1
  doi: 10.1016/j.jbusvent.2009.01.006
– ident: e_1_2_8_38_1
  doi: 10.1057/palgrave.jibs.8490370
– ident: e_1_2_8_17_1
  doi: 10.2307/41172603
– ident: e_1_2_8_39_1
  doi: 10.2307/259373
– ident: e_1_2_8_6_1
  doi: 10.1057/palgrave.jibs.8400094
– ident: e_1_2_8_28_1
  doi: 10.1108/01425450110409248
– volume-title: Culture's consequence: International differences in work‐related values
  year: 1980
  ident: e_1_2_8_30_1
  contributor:
    fullname: Hofstede G.
– ident: e_1_2_8_32_1
  doi: 10.1057/palgrave.jibs.8490248
– ident: e_1_2_8_23_1
  doi: 10.1002/(SICI)1097-0266(200004)21:4<473::AID-SMJ84>3.0.CO;2-I
– ident: e_1_2_8_50_1
  doi: 10.1002/smj.4250171105
– ident: e_1_2_8_27_1
  doi: 10.1016/S1090-9516(01)00061-X
– ident: e_1_2_8_52_1
  doi: 10.1016/j.emj.2005.10.011
– ident: e_1_2_8_48_1
  doi: 10.1057/palgrave.jibs.8490287
– ident: e_1_2_8_3_1
  doi: 10.1057/palgrave.jibs.8490480
– ident: e_1_2_8_53_1
  doi: 10.2307/257085
SSID ssj0010115
Score 2.0832922
Snippet Given the strategic importance of achieving global integration and worldwide learning for most multinational enterprises (MNEs), this article focuses on...
SourceID proquest
crossref
wiley
istex
SourceType Aggregation Database
Publisher
StartPage 639
SubjectTerms Control
Multinational corporations
Objectives
Organizational learning
Studies
Subsidiaries
Title Shared Vision in MNE Subsidiaries: The Role of Formal, Personal, and Social Control in Its Development and Its Impact on Subsidiary Learning
URI https://api.istex.fr/ark:/67375/WNG-L5P9VRFR-N/fulltext.pdf
https://onlinelibrary.wiley.com/doi/abs/10.1002%2Ftie.21490
https://www.proquest.com/docview/1037348333
Volume 54
hasFullText 1
inHoldings 1
isFullTextHit
isPrint
link http://utb.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwnV1ba9RAFD6UCuKLl3rpapWDiPjQbJO5JWmfpO7aFbuUpa19EIaZZEaWlqx0U1B_Q390ZyYXu4IgvoUwmUnmnJP5zuQ7XwDesDROjIptlCYmj5hOaaQpyyPt1hKSlqYsQlHY4VQcnLBPZ_xsDfa6WphGH6LfcPOREd7XPsCVXu78Fg2t52ZIHL73-XpCU0_n-zDrpaMSD3XCl85cRMxFfKcqFJOd_sqVteiOn9YfK0DzNlwN6834AXzt7rShmZwPr2o9LH79IeL4n4_yEO63OBTfN47zCNZMtQF3Oxr8Bjxb2SrEnjP3GK69xrMp8TRUpeO8wsPpCP0LaO58zWfeu-icD2eLC4MLi2OPii-28aiF_duoqhKbsmDcb5jyvpdJvcRbFKbQyp-bhDpOdEP1Y_zEVhb22xM4GY-O9w-i9p8OUUGFiCNrlUk15YW2XFmieKk5V0leCOMSZMs5YVlurNBUOANaZVmaOlfyOn_aJasxfQrr1aIym4CEW1H4OmBqMpdEcderwz_EitJhsCxjA3jdWVd-b6Q7ZCPSTKSbcRlmfABvg937Fury3HPdUi6_TD_Kz_woP52NZ3I6gK3OMWQb5kvpiywpyyilA3gXLPz3keTxZBQOnv970xdwzwE00nDatmC9vrwyLx0IqvWr4O03ba0BPw
link.rule.ids 314,780,784,1375,27924,27925,46294,46718
linkProvider Wiley-Blackwell
linkToHtml http://utb.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwnV1ba9RAFD6UFtQXW-tta9VBRHxotslcchFfpO66q7uhLNvaFxkyyYwsLVlpU9D-hv7onplc7AqC-BbCZCaZc07mO5PvfAF4zSM_0JlvvCjQicdVxDzFeOIpXEtoVOgid0Vh0zQcHfHPJ-JkDd63tTC1PkS34WYjw72vbYDbDen936qh1UL3KQJ8TNg3MNwDS-j6OOvEowILdty3ziT0OMZ8qyvk0_3u0pXVaMNO7M8VqHkbsLoVZ7gJ39p7rYkmp_3LSvXzqz9kHP_3YbbgfgNFyYfadx7Ami634U7LhN-GJyu7haSjzT2EayvzrAty7ArTyaIk03RA7Dtoge5mk-93BP2PzJZnmiwNGVpgfLZHDhvkv0eysiB1ZTA5qMnytpdxdUFusZhcK3tu7Eo5CQ7VjfGLNMqw3x_B0XAwPxh5zW8dvJyFoe8Zk-lIMZErIzJDM1EoIbIgyUONObIRgvI40SZULEQLmszwKEJvslJ_CvNVnz2G9XJZ6qdAqDBhbkuBmY4xjxLYK0IgasICYVgc8x68as0rf9TqHbLWaaYSZ1y6Ge_BG2f4rkV2fmrpbpGQX9NPciIOk-PZcCbTHuy2niGbSL-Qts6S8Zgx1oO3zsR_H0nOxwN3sPPvTV_C3dF8OpGTcfrlGdxDvEZritsurFfnl_o5YqJKvXCufwOLyAVg
linkToPdf http://utb.summon.serialssolutions.com/2.0.0/link/0/eLvHCXMwnV1ba9RAFD6UFoovXupt26qDiPjQbLNzS6JP0m7sahuWpa19EIZMMiNLS7a0Kai_wR_tmcnFriCIbyFMZpI552S-MznfF4BXPApHJg9tEI1MEnAdsUAzngQa1xIalaYsPCnsKJMHJ_zjmThbgXcdF6bRh-g33Fxk-Pe1C_DL0u7-Fg2t52ZIEd9jvr7GJU2ccP7-rNeOGjms4z91JjLgGPKdrFBId_tLlxajNTev35aQ5m286hec9B586W61qTM5H97Uelj8-EPF8T-f5T7cbYEoed94zgNYMdUGrHd18BvwZGmvkPRFcw_hpxN5NiU59bR0Mq_IUTYm7g00R2dzqfdbgt5HZosLQxaWpA4WX-yQaYv7d0helaThBZO9plTe9TKpr8mtGibfyp2beCInwaH6Mb6TVhf26yM4ScfHewdB-1OHoGBShoG1uYk0E4W2Irc0F6UWIh8lhTSYIVshKI8TY6VmEg1oc8ujCH3JCf1pzFZD9hhWq0VlngKhwsrCEYGZiTGLEtgrAiBqZYkgLI75AF521lWXjXaHalSaqcIZV37GB_Da271vkV-du2K3SKjP2Qd1KKbJ6SydqWwA251jqDbOr5VjWTIeM8YG8MZb-O8jqePJ2B9s_nvTF7A-3U_V4ST7tAV3EKzRpr5tG1brqxvzDAFRrZ97x_8FeYYEDw
openUrl ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=Shared+Vision+in+MNE+Subsidiaries%3A+The+Role+of+Formal%2C+Personal%2C+and+Social+Control+in+Its+Development+and+Its+Impact+on+Subsidiary+Learning&rft.jtitle=Thunderbird+international+business+review&rft.au=Colakoglu%2C+Saba&rft.date=2012-09-01&rft.pub=Wiley+Subscription+Services%2C+Inc.%2C+A+Wiley+Company&rft.issn=1096-4762&rft.eissn=1520-6874&rft.volume=54&rft.issue=5&rft.spage=639&rft.epage=652&rft_id=info:doi/10.1002%2Ftie.21490&rft.externalDBID=n%2Fa&rft.externalDocID=ark_67375_WNG_L5P9VRFR_N
thumbnail_l http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/lc.gif&issn=1096-4762&client=summon
thumbnail_m http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/mc.gif&issn=1096-4762&client=summon
thumbnail_s http://covers-cdn.summon.serialssolutions.com/index.aspx?isbn=/sc.gif&issn=1096-4762&client=summon