Dual paths to performance: the impact of global pressures on MNC subsidiary conduct and performance

Venaik, S., Midgley, D. F. and Devinney, T. M. (2005) Dual paths to performance: the impact of global pressures on MNC subsidiary conduct and performance. Journal of International Business Studies, 36 6: 655-675. doi:10.1057/palgrave.jibs.8400164

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Author Venaik, S.
Midgley, D. F.
Devinney, T. M.
Title Dual paths to performance: the impact of global pressures on MNC subsidiary conduct and performance
Journal name Journal of International Business Studies   Check publisher's open access policy
ISSN 0047-2506
Publication date 2005
Sub-type Article (original research)
DOI 10.1057/palgrave.jibs.8400164
Volume 36
Issue 6
Start page 655
End page 675
Total pages 21
Editor A. Y. Lewin
Place of publication UK
Publisher Academy of International Business and the University of South Carolina
Collection year 2005
Language eng
Subject C1
350212 International Business
720403 Management
Abstract Over the last decade, the international business literature has placed ever-greater emphasis on the role that learning and innovation play in determining multinational and multinational subsidiary performance. The present research seeks to understand the organizational paths leading to such desirable outcomes as greater learning, increased innovation and improved performance. Using a model tested with data collected through a survey of managers in subsidiaries of multinational firms, we find dual, independent paths to improved performance - one through networking and inter-unit learning and the other through subsidiary autonomy and innovation. A particular feature of these findings is that they can be shown to be robust after controlling for a wide range of environmental pressures and firm and industry factors. However, in the absence of environmental controls the dual path finding is rejected. These conflicting findings support the imperative to test models that include a diverse range of environmental pressures so that the true effects of organizational factors on learning, innovation and performance can be identified.
Keyword Business
Integration-responsiveness Framework
Competitive Advantage
Strategic Management
Market Orientation
Q-Index Code C1

Document type: Journal Article
Sub-type: Article (original research)
Collections: Excellence in Research Australia (ERA) - Collection
2006 Higher Education Research Data Collection
UQ Business School Publications
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Citation counts: TR Web of Science Citation Count  Cited 66 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 92 times in Scopus Article | Citations
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Created: Wed, 15 Aug 2007, 05:36:30 EST