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Holm, Ulf
Publications (10 of 73) Show all publications
Chidlow, A., Holmström-Lind, C., Holm, U. & Tallman, S. (2015). Do I stay or do I go? Sub-national drivers for post-entry subsidiary development. International Business Review, 24(2), 266-275
Open this publication in new window or tab >>Do I stay or do I go? Sub-national drivers for post-entry subsidiary development
2015 (English)In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 24, no 2, p. 266-275Article in journal (Refereed) Published
National Category
Business Administration
Identifiers
urn:nbn:se:uu:diva-241741 (URN)10.1016/j.ibusrev.2014.07.011 (DOI)000350092600008 ()
Available from: 2015-01-16 Created: 2015-01-16 Last updated: 2017-12-05Bibliographically approved
Holm, U., Forsgren, M. & Johanson, J. (2015). Knowledge, Networks and Power: The Uppsala School of International Business. In: Mats Forsgren, Ulf Holm, Jan Johanson (Ed.), Knowledge, Networks and Power - the Uppsala School of International Business: . Basingstoke: Palgrave Macmillan
Open this publication in new window or tab >>Knowledge, Networks and Power: The Uppsala School of International Business
2015 (English)In: Knowledge, Networks and Power - the Uppsala School of International Business / [ed] Mats Forsgren, Ulf Holm, Jan Johanson, Basingstoke: Palgrave Macmillan, 2015Chapter in book (Refereed)
Place, publisher, year, edition, pages
Basingstoke: Palgrave Macmillan, 2015
National Category
Business Administration
Identifiers
urn:nbn:se:uu:diva-255259 (URN)978-1-137-50880-5 (ISBN)
Available from: 2015-06-15 Created: 2015-06-15 Last updated: 2015-06-15
Forsgren, M., Holm, U. & Johanson, J. (2015). Knowledge, Networks and Power: The Uppsala School of International Business. Palgrave Macmillan
Open this publication in new window or tab >>Knowledge, Networks and Power: The Uppsala School of International Business
2015 (English)Book (Refereed)
Place, publisher, year, edition, pages
Palgrave Macmillan, 2015. p. 416
National Category
Business Administration
Identifiers
urn:nbn:se:uu:diva-241745 (URN)
Available from: 2015-01-16 Created: 2015-01-16 Last updated: 2015-01-16
Ciabuschi, F., Holm, U. & Martín, O. (2014). Dual embeddedness, influence and performance of innovating subsidiaries in the multinational corporation. International Business Review, 23(5), 897-909
Open this publication in new window or tab >>Dual embeddedness, influence and performance of innovating subsidiaries in the multinational corporation
2014 (English)In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 23, no 5, p. 897-909Article in journal (Refereed) Published
Abstract [en]

This study adopts a business network view to study the effects of subsidiary embeddedness on both subsidiary influence within the MNC and innovation-related business performance. Through Structural Equation Modeling we analyze subsidiary relationships connected to 85 innovation projects. The results show that external and corporate embeddedness are complementary contexts, although they affect subsidiary influence and performance differently. Whereas external embeddedness directly affects innovation-related business performance, corporate embeddedness strengthens the subsidiary's influence within the MNC, which in turn positively relates to performance. Moreover, as the study also finds that external and corporate embeddedness are positively associated, it stresses the issue of simultaneously balancing both external and corporate relationships (i.e., dual embeddedness) to nurture innovation projects.

National Category
Business Administration
Identifiers
urn:nbn:se:uu:diva-231249 (URN)10.1016/j.ibusrev.2014.02.002 (DOI)000340339200005 ()
Available from: 2014-09-05 Created: 2014-09-05 Last updated: 2017-12-05Bibliographically approved
Drogendijk, R. & Holm, U. (2012). Cultural distance or cultural positions?: Analysing the effect of culture on the HQ-subsidiary relationship. International Business Review, 21(3), 383-396
Open this publication in new window or tab >>Cultural distance or cultural positions?: Analysing the effect of culture on the HQ-subsidiary relationship
2012 (English)In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 21, no 3, p. 383-396Article in journal (Refereed) Published
Abstract [en]

We develop a model of cultural positions in relationships that should be considered in addition to the more conventional cultural distance. We empirically analyse relationships between headquarters and foreign subsidiaries in multinational corporations and how high or low acceptance of power differences at both sides of the relationship is associated with headquarters influence on subsidiary competence development. ANCOVA analyses of 1529 subsidiaries in six European countries, headquartered in 28 countries, provide new insights. We find that relationships with low cultural distance, differ significantly in terms of headquarters influence depending on whether headquarters and subsidiaries agree on accepting or rejecting power differences. Similarly, relationships with high cultural distance differ depending on whether it is headquarters or the subsidiary that is from a high-power-distance culture: we find that headquarters influence is particularly dependent on great acceptance of power differences by the subsidiary.

Keywords
Cultural distance, Cultural position, HQ-subsidiary, Power distance, Subsidiary competence development
National Category
Social Sciences Business Administration
Identifiers
urn:nbn:se:uu:diva-171526 (URN)10.1016/j.ibusrev.2011.05.002 (DOI)000303431200006 ()
Available from: 2012-03-20 Created: 2012-03-20 Last updated: 2017-12-07Bibliographically approved
Ciabuschi, F., Dellestrand, H. & Holm, U. (2012). The Role of Headquarters in the Contemporary MNC. Journal of International Management, 18(3), 213-223
Open this publication in new window or tab >>The Role of Headquarters in the Contemporary MNC
2012 (English)In: Journal of International Management, ISSN 1075-4253, E-ISSN 1873-0620, Vol. 18, no 3, p. 213-223Article in journal (Refereed) Published
Abstract [en]

The headquarters of multinational corporations face myriad challenges stemming from their internal and external environments, which influence their ability to manage global organizations. This paper highlights the issue of environmental complexity and the knowledge situation of headquarters in relation to different headquarters levels in the organization, in connection to its value-adding or value-destroying potential in the multinational corporation. The paper also discusses the implications of the existence of multiple headquarters operating within one multinational corporation. The paper presents some considerations for future research and for practitioners and summarizes the contributions that make up this special issue on the role and functions of headquarters in multinational corporations.

Keywords
Headquarters, Multinational corporations, Knowledge, Networks
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:uu:diva-176184 (URN)10.1016/j.intman.2012.06.004 (DOI)000306737200001 ()
Available from: 2012-06-18 Created: 2012-06-18 Last updated: 2017-12-07Bibliographically approved
Hallin, C., Holm, U. & Sharma, D. D. (2011). Embeddedness of innovation receivers in the multinational corporation: Effects on business performance. International Business Review, 20(3), 362-373
Open this publication in new window or tab >>Embeddedness of innovation receivers in the multinational corporation: Effects on business performance
2011 (English)In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 20, no 3, p. 362-373Article in journal (Refereed) Published
Abstract [en]

This paper investigates how relationship embeddedness in MNC subsidiaries’ corporateand external networks influences the contribution of innovation transfer to the recipientsubsidiary’s business performance. OLS regressions using data on the intra-MNC transferof 224 innovations indicate that the embeddedness of a subsidiary’s relationships in thecorporate and external network positively affects the received innovation’s contribution tobusiness performance. More detailed analysis demonstrates that the positive link betweena subsidiary’s embeddedness in the external network and the contribution to businessperformance of receiving an innovation is negatively affected when the innovation isunique compared with other innovations on the market.

National Category
Business Administration
Identifiers
urn:nbn:se:uu:diva-146170 (URN)10.1016/j.ibusrev.2010.09.002 (DOI)000291771500010 ()
Available from: 2011-02-15 Created: 2011-02-15 Last updated: 2017-12-11Bibliographically approved
Yamin, M., Tsai, H.-J. '. & Holm, U. (2011). The Performance Effects of Headquarters' Involvement in Lateral Innovation Transfers in Multinational Corporations. Management International Review, 51(2), 157-177
Open this publication in new window or tab >>The Performance Effects of Headquarters' Involvement in Lateral Innovation Transfers in Multinational Corporations
2011 (English)In: Management International Review, ISSN 0025-181X, Vol. 51, no 2, p. 157-177Article in journal (Refereed) Published
Abstract [en]

Developing an analytical framework to help examine the impact of HQs direct involvement in lateral innovation transfers on efficiency and effectiveness of

Develop hypotheses which are tested by multiple regression analyses on data relating to 129 lateral innovation transfers in multinational corporations

Three key findings: dyadic willingness positively affects transfer efficiency and effectiveness willingness HQ involvement negatively effects transfer efficiency; HQ involvement negatively moderates the effect of willingness on transfer effectiveness

HQ face a dilemma in managing lateral transfers: on the one hand, the network structure that typifies many MNCs has beneficial impacts on the performance of the transfer process; on the other hand the HQ need to ensure that lateral transfers initiated by subsidiaries ('organic' transfers) are in line with MNC strategy. However the findings from our study strongly suggest that HQ direct involvement in the transfer process is at best a very blunt instrument for achieving a resolution of this dilemma.

Keywords
Multinational corporations, HQ involvement, Innovation transfer efficiency, Effectiveness, Transfer performance
National Category
Business Administration
Identifiers
urn:nbn:se:uu:diva-140281 (URN)10.1007/s11575-011-0070-7 (DOI)000289568100003 ()
Available from: 2011-01-04 Created: 2011-01-04 Last updated: 2017-12-11Bibliographically approved
Andersson, U. & Holm, U. (2010). Introduction and overview. In: Ulf Andersson, Ulf Holm (Ed.), Managing the Contemporary Multinational: The Role of Headquarters (pp. 1-29). Cheltenham: Edward Elgar
Open this publication in new window or tab >>Introduction and overview
2010 (English)In: Managing the Contemporary Multinational: The Role of Headquarters / [ed] Ulf Andersson, Ulf Holm, Cheltenham: Edward Elgar , 2010, p. 1-29Chapter in book (Other academic)
Place, publisher, year, edition, pages
Cheltenham: Edward Elgar, 2010
Series
New Horizons in International Business
Keywords
headquarters, managing multinationals
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:uu:diva-122365 (URN)978-1-84844-807-0 (ISBN)
Available from: 2010-04-09 Created: 2010-04-09 Last updated: 2010-09-15Bibliographically approved
Andersson, U. & Holm, U. (Eds.). (2010). Managing the Contemporary Multinational: The Role of Headquarters (1ed.). Cheltenham, UK, Northhampton, USA: Edward Elgar Publishing Inc.
Open this publication in new window or tab >>Managing the Contemporary Multinational: The Role of Headquarters
2010 (English)Collection (editor) (Other academic)
Place, publisher, year, edition, pages
Cheltenham, UK, Northhampton, USA: Edward Elgar Publishing Inc., 2010. p. 319 Edition: 1
Series
New Horizons in International Business
Keywords
headquarters, contemporary multinational
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:uu:diva-122358 (URN)978 1 84844 807 0 (ISBN)
Available from: 2010-04-09 Created: 2010-04-09 Last updated: 2010-10-20Bibliographically approved
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