Abstract
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We study why multinational enterprise (MNE) subsidiaries adopt dissimilar political strategies, and seek to advance the understanding of international political strategy from an MNE parent-subsidiary perspective.
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Drawing on the MNE parent-subsidiary literature, we contend factors at the subsidiary, corporate, and host country levels contribute to subsidiary political strategy dissimilarity. We test our hypotheses with a sample of U.S. MNE subsidiaries within Western Europe.
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Wan, W.P., Hillman, A.J. One of these things is not like the others: What contributes to dissimilarity among MNE subsidiaries’ political strategy?. MANAGE. INT. REV. 46, 85–107 (2006). https://doi.org/10.1007/s11575-007-0050-0
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DOI: https://doi.org/10.1007/s11575-007-0050-0