Titlebook: Headquarters and Subsidiaries in Multinational Corporations; Strategies, Tasks an Stewart Johnston Book 2005 Palgrave Macmillan, a division

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Stewart Johnstonthe other hand, contemporary algebra teaching in many Western school systems places increasing emphasis on the use of algebra in mathematical modeling in ‘real world’ contexts and in the instructional use of me978-94-6209-707-0

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A New Model of the Headquarters- subsidiary Relationshiptions. This is because the picture has become more complex in recent times. As international competition grew, so did proliferation of strategies. The extant research was generally based upon detailed examination of relatively small numbers of firms. For example, few if any large-scale studies in th

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Subsidiary Size and Subsidiary Autonomy the specific relationship between the subsidiary’s size and its decision-making autonomy has not been the primary subject of research since a preliminary investigation more than two decades ago (Hedlund, 1981).

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Control and Coordinationl and coordination in the MNC. The types of control and coordination mechanisms imposed on the various subsidiaries are a central aspect of the HQ-subsidiary relationship. More specifically, this chapter investigates the use of the devices implemented by HQ to control and coordinate activities in th

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Knowledge Management and Innovation1975; Wernerfelt, 1984; Barney, 1991) and these performance differentials emerge essentially as a result of a firms ability to create a sustained competitive advantage that generates, sustains and appropriates rents (Coff, 2003b: 245). Today, knowledge, learning and innovation are at the heart of ou

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