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dc.creatorCiabuschi, Francescoes_ES
dc.creatorHolm, Ulfes_ES
dc.creatorMartín Martín, Óscares_ES
dc.date.accessioned2015-11-23T09:28:05Z
dc.date.available2017-11-01T00:00:15Z
dc.date.issued2014
dc.identifier.issn0969-5931
dc.identifier.urihttps://hdl.handle.net/2454/19393
dc.description.abstractThis 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.en
dc.description.sponsorshipThe authors wish to thank the Spanish Ministry of Science and Innovation, Project ECO2011-28991 for financial support.en
dc.format.mimetypeapplication/pdfen
dc.language.isoengen
dc.publisherElsevieren
dc.relation.ispartofInternational Business Review 23 (2014) 897–909en
dc.rights© 2014 Elsevier Ltd. The manuscript version is made available under the CC BY-NC-ND 4.0 license.en
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectDual embeddednessen
dc.subjectBusiness networksen
dc.subjectCorporate embeddednessen
dc.subjectExternal embeddednessen
dc.subjectInnovation developmenten
dc.subjectInnovation performanceen
dc.subjectSubsidiary influenceen
dc.titleDual embeddedness, influence and performance of innovating subsidiaries in the multinational corporationen
dc.typeArtículo / Artikuluaes
dc.typeinfo:eu-repo/semantics/articleen
dc.contributor.departmentUniversidad Pública de Navarra. Departamento de Gestión de Empresases_ES
dc.contributor.departmentNafarroako Unibertsitate Publikoa. Enpresen Kudeaketa Sailaeu
dc.rights.accessRightsAcceso abierto / Sarbide irekiaes
dc.rights.accessRightsinfo:eu-repo/semantics/openAccessen
dc.embargo.terms2017-11-01
dc.identifier.doi10.1016/j.ibusrev.2014.02.002
dc.relation.projectIDinfo:eu-repo/grantAgreement/ES/6PN/ECO2011-28991en
dc.relation.publisherversionhttps://dx.doi.org/10.1016/j.ibusrev.2014.02.002
dc.type.versionVersión aceptada / Onetsi den bertsioaes
dc.type.versioninfo:eu-repo/semantics/acceptedVersionen


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© 2014 Elsevier Ltd. The manuscript version is made available under the CC BY-NC-ND 4.0 license.
Except where otherwise noted, this item's license is described as © 2014 Elsevier Ltd. The manuscript version is made available under the CC BY-NC-ND 4.0 license.