Agency Theory and Resource Dependency Theory: Complementary Explanations for Subsidiary Power in Multinational Corporations

TL;DR: In this article, the authors present an integrative model that identifies the multi-level antecedents, process dimensions, and outcomes of absorptive capacity as well as the contextual factors that affect absorptive capacities.

TL;DR: In this paper, the authors investigate how a subsidiary's past initiatives contribute to its bargaining power, and how headquarters' response through granting attention or monitoring affects the realization of the subsidiary's goals.

TL;DR: In this paper, the authors argue that the management of motivation is first and foremost a management of cognitions of organizational members, an insight found in goal-framing theory, an emerging perspective based on cognitive science, behavioral economics, and social psychology.

TL;DR: In this article, a qualitative, iterative, multiphase research approach was used to develop new theory pertaining to the phenomenon of intra-organizational conflict in multinational corporations, and the results showed that in the presence of boundary spanners, dysfunctional conflict is less common and better overall organizational performance can be achieved for both the subsidiary and the MNC as a whole.

TL;DR: The Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees as discussed by the authors.

TL;DR: The External Control of Organizations as discussed by the authors explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints, and it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable.