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  • 1.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Attention Dissonance in Emerging Market Subsidiaries and Its Effects on Communication in Multinational Corporations.2015Conference paper (Refereed)
  • 2.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Attention engagement matters: Impact of headquarters’ attention on subsidiary voice.2016Conference paper (Refereed)
  • 3.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Effects of attention dissonance on communication in multinational corporation.2015Conference paper (Refereed)
  • 4.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Flying under the radar: minimizing corporate resistance to subsidiary initiatives.2016Conference paper (Refereed)
  • 5.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Headquarters' attention, subsidiary voice and strategic change in multinational corporations2017Conference paper (Refereed)
  • 6.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies. 1962.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    How subsidiaries attempt to direct HQ attention to new business opportunities2015In: The future of global organizing. International business research. / [ed] van Tudler, R., Verbeke, A & Drogendijk, R., Emerald Group Publishing Limited, 2015, 0, p. 151-175Chapter in book (Refereed)
  • 7.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    How subsidiaries attempt to direct HQ attention to new business opportunities.2014Conference paper (Refereed)
  • 8.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies. 1962.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Subsidiaries attempt to direct HQ attention to new business opportunities2015In: International Business Research. The future of Global Organizing., Emerald Group Publishing Limited, 2015, Vol. 10, p. 151-175-Chapter in book (Refereed)
  • 9.
    Blankenburg Holm, Desirée
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    The Future of Global Organizing How Subsidiaries Attempt to Direct HQ Attention to New Business Opportunities2015In: The Future of Global Organizing / [ed] Rob van Tulder, Alain Verbeke, Rian Drogendijk, Emerald Group Publishing Limited, 2015, p. 151-175Chapter in book (Refereed)
    Abstract [en]

    Purpose

    We examine how subsidiaries of multinational companies communicate with headquarters about business opportunities they perceive in their local environment. Our aim is to provide in-depth insights into how communication is used to attract the attention of headquarters.

    Methodology/approach

    We study four communication processes of opportunities recognised by subsidiary managers in four different units within the same multinational corporation.

    Findings

    We find that communication is influenced by the subsidiaries’ perception of their relationship with headquarters. Importantly, we find that subsidiaries in emerging countries show different communication patterns than those in advanced markets. Our results further point out that multinationals from advanced countries face the challenge to respond to the increased salience of opportunities from emerging economies, while at the same time still working within existing communication patterns and structures that are not adapted to this new situation.

    Originality/value

    Our study presents communication processes within multinationals beyond the frequency of communication, including a variety of aspects of communication. Doing so, we are able to point out that open communication is not achieved with all subsidiaries, and what is worse, seems most of all to be challenged for subsidiaries in emerging markets, risking promising business opportunities in these markets.

  • 10. Haq, Hammad
    et al.
    Blankenburg Holm, Desiree
    Drogendijk, Rian
    Headquarters’ attention, subsidiary voice and strategic change in multinational corporations.Manuscript (preprint) (Other academic)
  • 11. Haq, Hammad
    et al.
    Blankenburg Holm, Desiree
    Drogendijk, Rian
    Keeping suggestion systems alive: Making top managers responsive to business ideas from employeesIn: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691Article in journal (Refereed)
  • 12.
    Haq, Hammad ul
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    The Unequal Playing Field: Headquarters’ Attention and Subsidiary Voice in Multinational Corporations2016Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    Attention of top managers has an impact on future direction of an organization according to the attention-based view of the firm. In the context of multinational corporations, headquarters’ attention is likely to influence the actions and behavior of subsidiaries. Thus, in the thesis, I respond to calls for more research on this topic: enhancing the understanding about how a subsidiary’s perception of headquarters’ attention relates to its choice of communication moves when sharing business ideas with headquarters (also known as subsidiary voice). In recent research, subsidiary voice is viewed as a bottom-up tool for subsidiaries to attract headquarters’ attention to issues that they consider important for their local units and the entire organization.

    In line with the research purpose, the data were collected at the subsidiary level through a combination of both, survey and interviews. The findings based on empirical data point out that a subsidiary’s perception of headquarters’ attention engagement has a positive impact on its voice. This means that subsidiaries not having regular interaction with headquarters are unable to select communication moves that can attract headquarters’ attention and hence encounter challenges in adopting an initiative-taking approach to gain influence or a central position in the organization. As a result, contrary to the claims put forth in recent research, the thesis findings highlight that subsidiary voice alone is not enough to attract headquarters’ attention. Instead, subsidiaries can only use their voice when they have power (also called weight) to influence headquarters’ attention and decisions.

    This gives rise to an unequal playing field because subsidiaries that lack considerable weight are unable to contribute to strategy formulation and future planning done by the headquarters, with regard to their own units and the organization in general. On the contrary, subsidiaries with a considerable weight experience a high degree of attention engagement from the headquarters and thus find it easier to attract headquarters’ attention for their business ideas.      

    List of papers
    1. Keeping suggestion systems alive: Making top managers responsive to business ideas from employees
    Open this publication in new window or tab >>Keeping suggestion systems alive: Making top managers responsive to business ideas from employees
    (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691Article in journal (Refereed) Submitted
    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:uu:diva-306296 (URN)
    Available from: 2016-10-26 Created: 2016-10-26 Last updated: 2017-11-29
    2. Trapped in a vicious circle: can low weight subsidiaries get headquarters’ attention?
    Open this publication in new window or tab >>Trapped in a vicious circle: can low weight subsidiaries get headquarters’ attention?
    2017 (English)In: Critical Perspectives on International Business, ISSN 1742-2043, E-ISSN 1758-6062, Vol. 13, no 2, p. 166-179Article in journal (Refereed) Published
    Abstract [en]

    Purpose - Subsidiaries use their weight and/or voice to get attention for the initiatives they share with the headquarters. The purpose of this paper is to examine whether subsidiaries with a low weight can effectively use their voice to get the headquarters' attention.

    Design/methodology/approach - This paper is a combination of the attention-based view of the firm and the issue-selling literature applied to the context of subsidiaries selling their initiatives to the headquarters of a multinational corporation.

    Findings - Subsidiaries with a low weight are trapped in a vicious circle in which they are unable to get more influence and gain a central position in the organization through the initiative-taking approach. This problem may mainly be attributed to their limited access to (or even entire lack of) direct and rich communication with the headquarters, which impedes the ability of these subsidiaries to gain knowledge about headquarters and the organization in general. As a result, low-weight subsidiaries are unable to make the correct decisions about which selling moves to use regarding initiatives that are able to capture headquarters' attention; this inability means that they are less likely to gain approval from headquarters for implementing the proposed initiatives.

    Originality/value - Subsidiary voice is not an accessible and effective bottom-up tool available to low-weight subsidiaries for gaining influence, which is contrary to what is claimed by extant mainstream research in international business and strategy. Hence, subsidiaries with low weight are completely marginalized from the sharing of subsidiary initiatives that takes place within multinational corporations.

    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:uu:diva-306295 (URN)10.1108/cpoib-07-2015-0036 (DOI)000402884300005 ()
    Available from: 2016-10-26 Created: 2016-10-26 Last updated: 2017-07-14Bibliographically approved
    3. Attention in words, not in deeds: Effects of attention dissonance on headquarters-subsidiary communication in multinational corporations
    Open this publication in new window or tab >>Attention in words, not in deeds: Effects of attention dissonance on headquarters-subsidiary communication in multinational corporations
    2017 (English)In: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 52, no 1, p. 111-123Article in journal (Refereed) Published
    Abstract [en]

    We introduce the notion of attention dissonance, where the subsidiary within a headquarter-subsidiary relationship feels that headquarters’ attention at the cognitive level, reflected in its strategic intentions (attention perspective), is not aligned with the routine actions the headquarters performs vis-à-vis the specific subsidiary (attention engagement). Using a comparative case study design, we investigate a European organization with subsidiaries located in both emerging and advanced markets. We show how subsidiaries in the emerging markets face attention dissonance, which impedes their ability to get business opportunities across to headquarters, thereby compromising a necessary condition for realizing economic potential in these emerging markets.

    Keywords
    Attention; Communication; Business opportunities; Emerging markets; Headquarter-subsidiary relationship
    National Category
    Business Administration
    Identifiers
    urn:nbn:se:uu:diva-305361 (URN)10.1016/j.jwb.2016.10.001 (DOI)000390506700008 ()
    Projects
    “The frustration of subsidiary managers: communicating business opportunities from the periphery to the headquarters of multinational corporations”
    Funder
    The Jan Wallander and Tom Hedelius Foundation, P2011-0198:1
    Available from: 2016-10-14 Created: 2016-10-14 Last updated: 2019-12-17Bibliographically approved
    4. Headquarters’ attention, subsidiary voice and strategic change in multinational corporations.
    Open this publication in new window or tab >>Headquarters’ attention, subsidiary voice and strategic change in multinational corporations.
    (English)Manuscript (preprint) (Other academic)
    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:uu:diva-306298 (URN)
    Available from: 2016-10-26 Created: 2016-10-26 Last updated: 2016-10-28
  • 13.
    ul Haq, Hammad
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Trapped in a vicious circle: can low weight subsidiaries get headquarters’ attention?2017In: Critical Perspectives on International Business, ISSN 1742-2043, E-ISSN 1758-6062, Vol. 13, no 2, p. 166-179Article in journal (Refereed)
    Abstract [en]

    Purpose - Subsidiaries use their weight and/or voice to get attention for the initiatives they share with the headquarters. The purpose of this paper is to examine whether subsidiaries with a low weight can effectively use their voice to get the headquarters' attention.

    Design/methodology/approach - This paper is a combination of the attention-based view of the firm and the issue-selling literature applied to the context of subsidiaries selling their initiatives to the headquarters of a multinational corporation.

    Findings - Subsidiaries with a low weight are trapped in a vicious circle in which they are unable to get more influence and gain a central position in the organization through the initiative-taking approach. This problem may mainly be attributed to their limited access to (or even entire lack of) direct and rich communication with the headquarters, which impedes the ability of these subsidiaries to gain knowledge about headquarters and the organization in general. As a result, low-weight subsidiaries are unable to make the correct decisions about which selling moves to use regarding initiatives that are able to capture headquarters' attention; this inability means that they are less likely to gain approval from headquarters for implementing the proposed initiatives.

    Originality/value - Subsidiary voice is not an accessible and effective bottom-up tool available to low-weight subsidiaries for gaining influence, which is contrary to what is claimed by extant mainstream research in international business and strategy. Hence, subsidiaries with low weight are completely marginalized from the sharing of subsidiary initiatives that takes place within multinational corporations.

  • 14.
    ul Haq, Hammad
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Blankenburg Holm, Desirée
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Intra-organizational Communication of Business Ideas2017In: Knowledge Transfer in Multinational Companies: Sharing Multiple Perspectives / [ed] Ben Hamida, L. and Lejeune, C, Paris: Harmattan , 2017Chapter in book (Refereed)
  • 15.
    ul Haq, Hammad
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Drogendijk, Rian
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies. conomics and Business, University of Groningen, The Netherlands.
    Blankenburg Holm, Desirée
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Attention in words, not in deeds: Effects of attention dissonance on headquarters-subsidiary communication in multinational corporations2017In: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 52, no 1, p. 111-123Article in journal (Refereed)
    Abstract [en]

    We introduce the notion of attention dissonance, where the subsidiary within a headquarter-subsidiary relationship feels that headquarters’ attention at the cognitive level, reflected in its strategic intentions (attention perspective), is not aligned with the routine actions the headquarters performs vis-à-vis the specific subsidiary (attention engagement). Using a comparative case study design, we investigate a European organization with subsidiaries located in both emerging and advanced markets. We show how subsidiaries in the emerging markets face attention dissonance, which impedes their ability to get business opportunities across to headquarters, thereby compromising a necessary condition for realizing economic potential in these emerging markets.

1 - 15 of 15
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  • apa
  • ieee
  • modern-language-association
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  • de-DE
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  • en-US
  • fi-FI
  • nn-NO
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