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Selling, resistance and reconciliation: a critical discursive approach to subsidiary role evolution in MNCs

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Selling, resistance and reconciliation: a critical discursive approach to subsidiary role evolution in MNCs. / Balogun, Julia; Jarzabkowski, Paula; Vaara, Eero.
In: Journal of International Business Studies, Vol. 42, No. 6, 08.2011, p. 765-786.

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Balogun J, Jarzabkowski P, Vaara E. Selling, resistance and reconciliation: a critical discursive approach to subsidiary role evolution in MNCs. Journal of International Business Studies. 2011 Aug;42(6):765-786. doi: 10.1057/jibs.2011.13

Author

Balogun, Julia ; Jarzabkowski, Paula ; Vaara, Eero. / Selling, resistance and reconciliation : a critical discursive approach to subsidiary role evolution in MNCs. In: Journal of International Business Studies. 2011 ; Vol. 42, No. 6. pp. 765-786.

Bibtex

@article{7361808accef40578895362fe0ff53fd,
title = "Selling, resistance and reconciliation: a critical discursive approach to subsidiary role evolution in MNCs",
abstract = "Studies of political dynamics between multinational enterprise (MNE) parents and subsidiaries during subsidiary role evolution have focused largely on control and resistance. This paper adopts a critical discursive approach to enable an exploration of subtle dynamics in the way that both headquarters and subsidiaries subjectively reconstruct their independent-interdependent relationships with each other during change. We draw from a real-time qualitative study of a revealing case of charter change in an important European subsidiary of an MNE attempting to build closer integration across European country operations. Our results illustrate the role of three discourses – selling, resistance and reconciliation – in the reconstruction of the subsidiary–parent relationship. From this analysis we develop a process framework that elucidates the important role of these three discourses in the reconstruction of subsidiary roles, showing how resistance is not simply subversive but an important part of integration. Our findings contribute to a better understanding of the micro-level political dynamics in subsidiary role evolution, and of how voice is exercised in MNEs. This study also provides a rare example of discourse-based analysis in an MNE context, advancing our knowledge of how discursive methods can help to advance international business research more generally.",
keywords = "primary data source, strategic change, strategy processes , discourse analysis , case study , MNE integration",
author = "Julia Balogun and Paula Jarzabkowski and Eero Vaara",
year = "2011",
month = aug,
doi = "10.1057/jibs.2011.13",
language = "English",
volume = "42",
pages = "765--786",
journal = "Journal of International Business Studies",
issn = "0047-2506",
publisher = "Palgrave Macmillan Ltd.",
number = "6",

}

RIS

TY - JOUR

T1 - Selling, resistance and reconciliation

T2 - a critical discursive approach to subsidiary role evolution in MNCs

AU - Balogun, Julia

AU - Jarzabkowski, Paula

AU - Vaara, Eero

PY - 2011/8

Y1 - 2011/8

N2 - Studies of political dynamics between multinational enterprise (MNE) parents and subsidiaries during subsidiary role evolution have focused largely on control and resistance. This paper adopts a critical discursive approach to enable an exploration of subtle dynamics in the way that both headquarters and subsidiaries subjectively reconstruct their independent-interdependent relationships with each other during change. We draw from a real-time qualitative study of a revealing case of charter change in an important European subsidiary of an MNE attempting to build closer integration across European country operations. Our results illustrate the role of three discourses – selling, resistance and reconciliation – in the reconstruction of the subsidiary–parent relationship. From this analysis we develop a process framework that elucidates the important role of these three discourses in the reconstruction of subsidiary roles, showing how resistance is not simply subversive but an important part of integration. Our findings contribute to a better understanding of the micro-level political dynamics in subsidiary role evolution, and of how voice is exercised in MNEs. This study also provides a rare example of discourse-based analysis in an MNE context, advancing our knowledge of how discursive methods can help to advance international business research more generally.

AB - Studies of political dynamics between multinational enterprise (MNE) parents and subsidiaries during subsidiary role evolution have focused largely on control and resistance. This paper adopts a critical discursive approach to enable an exploration of subtle dynamics in the way that both headquarters and subsidiaries subjectively reconstruct their independent-interdependent relationships with each other during change. We draw from a real-time qualitative study of a revealing case of charter change in an important European subsidiary of an MNE attempting to build closer integration across European country operations. Our results illustrate the role of three discourses – selling, resistance and reconciliation – in the reconstruction of the subsidiary–parent relationship. From this analysis we develop a process framework that elucidates the important role of these three discourses in the reconstruction of subsidiary roles, showing how resistance is not simply subversive but an important part of integration. Our findings contribute to a better understanding of the micro-level political dynamics in subsidiary role evolution, and of how voice is exercised in MNEs. This study also provides a rare example of discourse-based analysis in an MNE context, advancing our knowledge of how discursive methods can help to advance international business research more generally.

KW - primary data source

KW - strategic change

KW - strategy processes

KW - discourse analysis

KW - case study

KW - MNE integration

U2 - 10.1057/jibs.2011.13

DO - 10.1057/jibs.2011.13

M3 - Journal article

VL - 42

SP - 765

EP - 786

JO - Journal of International Business Studies

JF - Journal of International Business Studies

SN - 0047-2506

IS - 6

ER -