Reference health
How to Combine a Group Strategy with Subsidiary Governance?
1 of 33 checkable references need attention · checked 2026-10-08
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
20 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
does not resolve to a known work10.1016/s0149-2063(02)00217-9
The 32 checked references that resolve
resolves10.1016/0969-5931(96)00023-6
Subsidiary embeddedness and control in the multinational corporation
resolves10.1016/s0969-5931(97)00006-1
Subsidiary influence on strategic behaviour in MNCs: an empirical study
resolves10.1016/s0024-6301(96)90313-1
Managing the multibusiness company: Strategic issues for diversified groups
resolves10.1016/j.intman.2006.07.001
Micro-politics and conflicts in multinational corporations: Current debates, re-framing, and contributions of this special issue
resolves10.1057/palgrave.jibs.8490482
Patterns of Strategic Control Within Multinational Corporations
resolves10.1093/oso/9780199277445.003.0015
Resource Allocation Processes in Multidimensional Organizations: MNCs and Alliances
resolves10.1057/palgrave.jibs.8400102
Organizing knowledge processes in the multinational corporation: an introduction
resolves10.4337/9781848442726.00010
The United Nations – Soft and Hard: Regulating Social Accountability for Global Business
resolves10.1093/oxfordjournals.jleo.a036954
The Multinational Corporation's Degree of Control over Foreign Subsidiaries: An Empirical Test of a Transaction Cost Explanation
resolves10.1016/0024-6301(95)90230-9
Corporate-level strategy: Creating value in the multibusiness company
resolves10.1515/ecfr.2004.1.2.135
Board Models in Europe – Recent Developments of Internal Corporate Governance Structures in Germany, the United Kingdom, France, and Italy
resolves10.1023/A:1013017909067
Stakeholders' Expectations of Board Roles: The Case of Subsidiary Boards
resolves10.2139/ssrn.561305
Remuneration: Where We've Been, How We Got to Here, What are the Problems, and How to Fix Them
resolves10.2308/accr.2010.85.4.1475
The Execution Premium: Linking Strategy to Operations for Competitive Advantage
resolves10.1111/j.1467-8683.2006.00531.x
Corporate Governance Options for the Local Subsidiaries of Multinational Enterprises*
resolves10.1016/j.intman.2004.11.004
Differentiated governance of foreign subsidiaries in transnational corporations: an agency theory perspective
resolves10.1057/palgrave.jibs.8490974
Toward a Cooperative View of MNC-Host Government Relations: Building Blocks and Performance Implications
resolves10.1057/palgrave.jibs.8400093
Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs
resolves10.1093/oso/9780199277445.003.0014
Strategic Flexibility: Corporate-level Real Options as a Response to Uncertainty in the Pursuit of Strategic Integration
resolves10.5860/choice.43-2308
Levers of organization design: how managers use accountability systems for greater performance and commitment
resolves10.1057/palgrave.jibs.8400164
Dual paths to performance: the impact of global pressures on MNC subsidiary conduct and performance
The 20 references without a DOI — listed, not checked
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no DOI — not checkedBuilding the Velcro organization: Creating value through integration and maintaining organization-wide efficiency
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no DOI — not checkedNew York: Basic Books. Forum-Europaeum-Corporate-Group-Law
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no DOI — not checkedref31
no DOI — not checkedref44
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no DOI — not checkedThe Theory of Corporate Finance
no DOI — not checkedref50
no DOI — not checkedref52
no DOI — not checkedref53
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