Americo Jose Baptista da SILVA, Rúben Miguel da Silva CARVALHO, António Pedro GOMES



O presente estudo pretende rever literatura sobre o processo de desenvolvimento da subsidiária, explorando os fatores associados e interligados, atribuição da sede, escolhas da subsidiária e ambiente local. Sob a perspetiva do desenvolvimento da subsidiária, pretende-se averiguar quais os fatores que influenciam o desenvolvimento das mesmas. O presente artigo revelou que um fator determinante no processo de desenvolvimento da subsidiária é a pareceria com as Universidades, cuja literatura pouco referencia e explora. Desta forma, as Universidades condicionam o papel dos gestores no processo de desenvolvimento da subsidiária.

PALAVRAS-CHAVE: Desenvolvimento da Subsidiária; Atribuição da Sede; Escolhas da Subsidiária e Ambiente Local.



The present study intends to review literature on the development process of the subsidiary, exploring the associated and interconnected factors, attribution of headquarters, subsidiary choices and local environment. Under the perspective of the development of the subsidiary, it is intended to ascertain which factors influence the development of the same. The present article revealed that a determining factor in the development process of the subsidiary is the similarity with the Universities, whose literature is not very well known and explores. In this way, the universities condition the role of ge-stores in the development process of the subsidiary

KEYWORDS: Development Of The Subsidiary; Allocation Of Headquarters; Subsidiary And Local Environment Choices.


ASMUSSEN, C.G., FOSS, N.J; PEDERSEN, T. Knowledge transfer and accommodation effects in multinational corporations: Evidence from European subsidiaries. Journal of Management, 39 (6), 1397-1429. 2011

BARNEY, J. Firm resources and sustained competitive advantage. Journal of Management, 17 (1), 99–120. 1991

BARTLETT, C.; GHOSHAL, S. Tap your subsidiaries for global reach. Harvard Business Review, 64(6), 87-94. 1986

_______. What is a global manager? Harvard Business Review, 81(8),101-108. 2003

BENITO, G.R.G., GRØGAARD, B; NARULA, R.Environmental influences on MNE subsidiary roles: Economic integration and the Nordic countries. Journal of International Business Studies, 34(5), 443-456. 2003

BIRKNSHAW, J. Entrepreneurship in multinational corporations: The initiative process in Canadian subsidiaries. Canada: University of Western Ontario. owned subsidiaries in Canada and Scotland. Management International Review,

(4), 339-364. 1995

_______. HOOD, N. Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies. Academy of Management Review, 23(4), 773-795. 1998

_______. Multinational Corporate Evolution and Subsidiary Development. London, England: Palgrave Macmillan UK. 1998b

_______. JONSSON, S. Building firm-specific advantages in multinational corporations: The role of subsidiary initiative. Strategic Management Journal, 19(3), 221-241. 1998

_______. PEDERSEN, T. Strategy and management in MNE subsidiaries. In A. Rugman e T. Brewer (Eds), The Oxford handbook of international business (380- 401). Oxford: Oxford University Press. 2001

CANTWELL, J.; IAMMARINO, S. Multinational corporations and the location of technological innovation in the UK regions. Regional Studies, 34(4), 317‐332. 2000

_______. MUDAMBI, R. MNE competence-creating subsidiary mandates. Strategic Management Journal, 26(12), 1109-1128. 2005

_______. PISCITELLO, L. The location of technological activities of MNCs in European regions, Journal of International Management, 8(1), 69-96. 2002

CAVANAGH, A; FREEMAN, S. The development of subsidiary roles in the motor vehicle manufacturing industry. International Business Review, 21, 602-617. 2012

CHIDLOW, A., HOLMSTROM-LIND, C., HOLM, U. e TALLMAN, S. Do I stay or do I go? Sub-national drivers for post-entry subsidiary development. International Business Review, 24, 266-275. 2015

_______. PLAKOYIANNAKI, E. e WELSH, C. Translation in Cross-Language International Business Research: Beyond Equivalence, Journal of International Business Studies, 45(5), 562-582. 2014

DELANY, E. Strategic development of the multinational subsidiary through subsidiary initiative-taking. Long Range Planning, 33(2), 220-244. 2000

DÖRRENBÄCHER, C. e GAMMELGAARD, J. Subsidiary Role Development: The Effect of Micro-Political Headquarters-Subsidiary Negotiations on the Product, market, and Value-Added Scope of Foreign Owned Subsidiaries. Journal of International Management, 12(3), 266-283. 2006

FROST, T. S., BIRKINSHAW, J. M. e ENSIGN, P. C. Centers of excellence in multinational corporations. Strategic Management Journal, 23(11), 997-1018. 2002

GAMMELGAARD, J., MCDONALD, F., STEPHAN, A., TÜSELMANN, H. e DÖRRENBÄCHER, C. The impact of increases in subsidiary autonomy and network relationships on performance. International Business Review, 21 (6), 1158-1172. 2012

HOLM, U.; PEDERSEN, T.Introduction and overview. In U. Holm e T. Pedersen (Eds.) The emergence and impact of MNC centres of excellence: A subsidiary perspective (1–20). London: Macmillan Press. 2000

_______. Organizational Transformation and Strategy Implementation (299–324).New York: John Wiley and Sons. 2001

MORSCHETT, D., SCHRAMM-KLEIN, H. e ZENTES, J. Strategic International Management: Text and Cases. Germany: Springer Gaber. 2015

MUDAMBI, R. Location, control and innovation in knowledge intensive industries. Journal of Economic Geography, 8(5), 669–725. 2008

NOVICEVIC, M.M; HARVEY, M.G. The Emergence of the Pluralism Construct and the Inpatriation Process. International Journal of Human Resource Management, 12, 333-356. 2001

OTTERBECK, L. (1981). The Management of Headquarters- subsidiary Relations in Multinational Corporation. Hampshire: Gower Publishing.

PATERSON, S.L. e BROCK, D.M. (2002). The development of subsidiary-management research: review and theoretical analysis. International Business Review, 11, 139-163.

PERDESEN, T. Determining factors of Subsidiary development. Center for Strategic Management and Globalization, 4, 27 p. 2006

PORTER, M, E. The competitive advantage of nations. Harvard Business Review, March-April, 74-91. 1990

RABBIOSI, L. Subsidiary roles and reverse knowledge transfer: An investigation of the effects of coordination mechanisms. Journal of International Management, 17(2), 97-113. 2011

RAZIQ, M., PERRY, M.; BATTISTI, M. International Roles of foreign-owned subsidiaries in New Zealand: An explanatory study. International Journal of Innovation Management, 18(5), 1-29. 2014

REICHE, B.S.The effectof international staffing practices on subsidiary staff retention in multinational corporations, International Journal of Human Resource, 18(4), 523-536. 2007

RUGMAN, A; VERBEKE, A. (1992). A note on the transnational solution and the transaction cost theory of multinational strategic management. Journal of International Business Studies, 23, 761-772. 1992

_______. Subsidiary Specific Advantages in Multinational Enterprises. Strategic Management Journal, 22(3), 237-50. 2001

SANDVIK, P. Multinationals, host countries and subsidiary development: Falconbridge Nikkelverk in Norway, 1929–39. Business History, 52(2), 251-26. 2010

SCOTT, P., GIBBONS, P; COUGHLAN, J. Developing subsidiary contribution to the MNC—Subsidiary entrepreneurship and strategy creativity. Journal of International Management, 16 (4), 328–339. 2010

VERNON, R. International investments and international trade in the product cycle. Quarterly Journal of Economics, 80, 190–207. 1996

WHITE, R. E. e POYNTER, T. A. Strategies for Foreign-Owned Subsidiaries in Canada. Business Quarterly, Summer: 59-69. 1984

YANG, Q., MUDAMBI, R. e MEYER, K.E. Conventional and reverse knowledge flows in multinational corporations. Journal of Management, 34(5), 882-902. 2008.

Texto completo: PDF


  • Não há apontamentos.

Licença Creative Commons
Este trabalho está licenciado sob uma Licença Creative Commons Attribution 3.0 .