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Challenges in establishing global collaboration: temporal, strategic and operational decoupling

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Challenges in establishing global collaboration: temporal, strategic and operational decoupling. / Friesl, M; Silberzahn, R.
In: Long Range Planning, Vol. 45, No. 2-3, 04.2012, p. 160-181.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Friesl, M & Silberzahn, R 2012, 'Challenges in establishing global collaboration: temporal, strategic and operational decoupling', Long Range Planning, vol. 45, no. 2-3, pp. 160-181. https://doi.org/10.1016/j.lrp.2011.11.004

APA

Friesl, M., & Silberzahn, R. (2012). Challenges in establishing global collaboration: temporal, strategic and operational decoupling. Long Range Planning, 45(2-3), 160-181. https://doi.org/10.1016/j.lrp.2011.11.004

Vancouver

Friesl M, Silberzahn R. Challenges in establishing global collaboration: temporal, strategic and operational decoupling. Long Range Planning. 2012 Apr;45(2-3):160-181. doi: 10.1016/j.lrp.2011.11.004

Author

Friesl, M ; Silberzahn, R. / Challenges in establishing global collaboration : temporal, strategic and operational decoupling. In: Long Range Planning. 2012 ; Vol. 45, No. 2-3. pp. 160-181.

Bibtex

@article{b8caa1563784420599158f8f7f1080ad,
title = "Challenges in establishing global collaboration: temporal, strategic and operational decoupling",
abstract = "Collaboration among the subsidiaries of multinational enterprises (MNEs) can lead to major synergies and efficiency gains. Despite these benefits, global collaboration is still only partly corporate reality. Research indicates that major obstacles still lie in establishing subsidiary collaboration. Initiating global collaboration requires strategic renewal with profound implications for MNEs{\textquoteright} local operations. In this article we investigate the process of strategic renewal leading to global collaboration and the challenges involved. We present a longitudinal case of an international IT company and its effort to establish global collaboration among its subsidiaries. The case analysis reveals that the establishment of global collaboration was affected by a decoupling of headquarters and subsidiaries along three dimensions: temporal, strategic and operational. Our findings have implications for research on global collaboration as well as strategic renewal. Practitioners can benefit from a discussion of challenges in the establishment of a collaborative strategy in MNEs and suggestions for how these challenges can be overcome.",
keywords = "Subsidiary collaboration, Multinational corporations, Strategic renewal",
author = "M Friesl and R Silberzahn",
year = "2012",
month = apr,
doi = "10.1016/j.lrp.2011.11.004",
language = "English",
volume = "45",
pages = "160--181",
journal = "Long Range Planning",
issn = "0024-6301",
publisher = "ELSEVIER SCI LTD",
number = "2-3",

}

RIS

TY - JOUR

T1 - Challenges in establishing global collaboration

T2 - temporal, strategic and operational decoupling

AU - Friesl, M

AU - Silberzahn, R

PY - 2012/4

Y1 - 2012/4

N2 - Collaboration among the subsidiaries of multinational enterprises (MNEs) can lead to major synergies and efficiency gains. Despite these benefits, global collaboration is still only partly corporate reality. Research indicates that major obstacles still lie in establishing subsidiary collaboration. Initiating global collaboration requires strategic renewal with profound implications for MNEs’ local operations. In this article we investigate the process of strategic renewal leading to global collaboration and the challenges involved. We present a longitudinal case of an international IT company and its effort to establish global collaboration among its subsidiaries. The case analysis reveals that the establishment of global collaboration was affected by a decoupling of headquarters and subsidiaries along three dimensions: temporal, strategic and operational. Our findings have implications for research on global collaboration as well as strategic renewal. Practitioners can benefit from a discussion of challenges in the establishment of a collaborative strategy in MNEs and suggestions for how these challenges can be overcome.

AB - Collaboration among the subsidiaries of multinational enterprises (MNEs) can lead to major synergies and efficiency gains. Despite these benefits, global collaboration is still only partly corporate reality. Research indicates that major obstacles still lie in establishing subsidiary collaboration. Initiating global collaboration requires strategic renewal with profound implications for MNEs’ local operations. In this article we investigate the process of strategic renewal leading to global collaboration and the challenges involved. We present a longitudinal case of an international IT company and its effort to establish global collaboration among its subsidiaries. The case analysis reveals that the establishment of global collaboration was affected by a decoupling of headquarters and subsidiaries along three dimensions: temporal, strategic and operational. Our findings have implications for research on global collaboration as well as strategic renewal. Practitioners can benefit from a discussion of challenges in the establishment of a collaborative strategy in MNEs and suggestions for how these challenges can be overcome.

KW - Subsidiary collaboration

KW - Multinational corporations

KW - Strategic renewal

U2 - 10.1016/j.lrp.2011.11.004

DO - 10.1016/j.lrp.2011.11.004

M3 - Journal article

VL - 45

SP - 160

EP - 181

JO - Long Range Planning

JF - Long Range Planning

SN - 0024-6301

IS - 2-3

ER -