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dc.contributor.authorReichstein-Scholz, Harriet
dc.contributor.authorGiroud, Axèle
dc.contributor.authorYamin, Mo
dc.contributor.authorAndersson, Ulf
dc.date.accessioned2022-06-29T12:35:45Z
dc.date.available2022-06-29T12:35:45Z
dc.date.created2021-09-30T09:59:10Z
dc.date.issued2021
dc.identifier.citationInternational Business Review. 2021, 30 (6), .en_US
dc.identifier.issn0969-5931
dc.identifier.urihttps://hdl.handle.net/11250/3001570
dc.description.abstractExtant international business (IB) literature on Headquarter (HQ)-subsidiary relationships has established that where decision-making occurs, it influences a firm’s performance. Existing studies propose that the degree of autonomy in decision-making at subsidiary level is not the same for all value chain activities, paying more attention to upstream activities. This paper contributes by exploring decision-making autonomy in downstream strategic sales activities. Sales has rarely been centre stage in IB investigations and we therefore lack thorough understanding of its role and importance within the MNE decision-making processes. Conducting a mixed methods exploratory study in the fast-moving consumer goods sector in Germany, we test for antecedents and outcomes of subsidiaries’ strategic sales decision-making autonomy. Results confirm external and internal embeddedness as antecedents, and the dominant role played by the local context, but provide insights into potential risks of internal embeddedness. Results challenge existing theory inasmuch as subsidiary importance is not a significant driver. A critical implication of this finding is that, compared to upstream activities, the HQ may not have the option of mandating a subsidiary to transfer sales strategy skills and knowledge across the network. Our results show that, in an era of globalisation of sales, and internationalisation of retailers, HQ managers must pay heed to directly interacting with subsidiaries and to sharing strategic sales decision-making across the network to consolidate the MNE’s global sales strategy.en_US
dc.language.isoengen_US
dc.publisherElsevieren_US
dc.subjectMNEsen_US
dc.subjectSubsidiary networksen_US
dc.subjectSubsidiary performanceen_US
dc.subjectStrategic sales activitiesen_US
dc.subjectDecision-making structuresen_US
dc.subjectSubsidiary importanceen_US
dc.titleSales to centre stage! Determinants of the division in strategic sales decisions within the MNEen_US
dc.title.alternativeSales to centre stage! Determinants of the division in strategic sales decisions within the MNEen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionacceptedVersionen_US
dc.rights.holderElsevieren_US
dc.source.pagenumber12en_US
dc.source.volume30en_US
dc.source.journalInternational Business Reviewen_US
dc.source.issue6en_US
dc.identifier.doi10.1016/j.ibusrev.2021.101859
dc.identifier.cristin1941128
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode2


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