Conflict and Control in MNC New Product Introduction
1996 (English)In: Journal of Market-Focused Management, ISSN 1382-3019, EISSN 1572-8846, Vol. 1, no 3, 249-265 p.Article in journal (Refereed) Published
One of the advantages of the multinational corporation (MNC) is that it can exploit new product ideas globally in a rapid manner. This raises the issue of control of MNC new product introductions. It has been demonstrated that control over MNC subsidiaries differs depending on the strategic role assigned to the subsidiary. But, in addition to its role in the MNC, a subsidiary also has a role in a business network of relationships with important customers, suppliers, and other business partners. There is a latent conflict between these two roles. This article formulates and analyzes a structural model in which the dependencies associated with the two roles are related to conflict and control in subsidiary new product introduction. The model is supported empirically and demonstrates that control is a matter of handling the latent conflict between the two roles.
Place, publisher, year, edition, pages
1996. Vol. 1, no 3, 249-265 p.
IdentifiersURN: urn:nbn:se:uu:diva-35358DOI: 10.1007/BF00190041OAI: oai:DiVA.org:uu-35358DiVA: diva2:63258