Every reference with a DOI in the deposited reference list resolved to a known
work in Crossref or DataCite at the dated check, and none carried a retraction,
withdrawal, or removal notice.
The 81 checked references that resolve
resolves10.1002/smj.388Subsidiaries and knowledge creation: the influence of the MNC and host country on innovation
resolves10.1016/j.jwb.2018.10.001Unravelling agency relations inside the MNC: The roles of socialization, goal conflicts and second principals in headquarters-subsidiary relationships
resolves10.1057/s41267-020-00307-zManaging interrelated tensions in headquarters–subsidiary relationships: The case of a multinational hybrid organization
resolves10.1002/smj.267The strategic impact of external networks: subsidiary performance and competence development in the multinational corporation
resolves10.1109/17.491265External-internal linkages and overseas autonomy-control tension: the management dilemma of the Japanese R&D in Europe
resolves10.1057/s41267-017-0112-xInternal embeddedness, geographic distance, and global knowledge sourcing by overseas subsidiaries
resolves10.1002/gsj.1341The role of procedural justice for global strategy and subsidiary initiatives
resolves10.1057/jibs.2014.7Cultural and language skills as resources for boundary spanning within the MNC
resolves10.5465/amj.2010.57318391Building Sustainable Hybrid Organizations: The Case of Commercial Microfinance Organizations
resolves10.5465/amj.2013.0903Harnessing Productive Tensions in Hybrid Organizations: The Case of Work Integration Social Enterprises
resolves10.5465/amj.2013.0724Knowledge Inheritance in Global Industries: The Impact of Parent Firm Knowledge on the Performance of Foreign Subsidiaries
resolves10.1057/jibs.2011.19From a distance and generalizable to up close and grounded: Reclaiming a place for qualitative methods in international business research
resolves10.1287/orsc.2019.1306From Logic Acceptance to Logic Rejection: The Process of Destabilization in Hybrid Organizations
resolves10.1002/smj.784Parent contribution and organizational control in international joint ventures
resolves10.1057/jibs.2015.21Peer conformity, attention, and heterogeneous implementation of practices in MNEs
resolves10.1016/j.respol.2019.01.013Reconceptualizing the paradox of openness: How solvers navigate sharing-protecting tensions in crowdsourcing
resolves10.2307/258684The Multinational Corporation as an Interorganizational Network
resolves10.1057/s41267-019-00234-8Micro-processes of translation in the transfer of practices from MNE headquarters to foreign subsidiaries: The role of subsidiary translators
resolves10.1177/0170840616640843Integrating Dialectical and Paradox Perspectives on Managing Contradictions in Organizations
resolves10.1057/jibs.2014.31Utilizing the broader agency perspective for studying headquarters–subsidiary relations in multinational companies
resolves10.1002/gsj.1145The Dynamic Response Process to Conflicting Institutional Demands in MNC Subsidiaries: An Inductive Study in the Sub‐Saharan African E‐Commerce Sector
resolves10.5465/amj.2010.0772Navigating Paradox as a Mechanism of Change and Innovation in Hybrid Organizations
resolves10.1177/0149206316648383Understanding Agency Problems in Headquarters-Subsidiary Relationships in Multinational Corporations: A Contextualized Model
resolves10.2307/3069293ADOPTION OF AN ORGANIZATIONAL PRACTICE BY SUBSIDIARIES OF MULTINATIONAL CORPORATIONS: INSTITUTIONAL AND RELATIONAL EFFECTS.
resolves10.2307/259204Exploring Paradox: Toward a More Comprehensive Guide
resolves10.1057/s41267-017-0137-1Becoming a multinational enterprise: Using industry recipes to achieve rapid multinationalization
resolves10.1002/smj.2487The external knowledge sourcing process in multinational corporations
resolves10.1016/j.jwb.2013.02.004The interplay of networking activities and internal knowledge actions for subsidiary influence within MNCs
resolves10.4337/9781789902044.00011Behavioural theory and MNE decision-making: changing the narrative in international business management
resolves10.1016/j.jwb.2010.10.010The MNC as an externally embedded organization: An investigation of embeddedness overlap in local subsidiary networks
resolves10.1002/smj.4250150606Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations
resolves10.5465/amj.2011.0405Inside the Hybrid Organization: Selective Coupling as a Response to Competing Institutional Logics
resolves10.1057/s41267-017-0076-xNavigating identity duality in multinational subsidiaries: A paradox lens on identity claims at Hindustan Unilever 1959–2015
resolves10.1016/j.intman.2011.05.006Performance effects of MNC headquarters–subsidiary conflict and the role of boundary spanners: The case of headquarter initiative rejection
resolves10.1002/hrm.21947Subsidiary staffing, cultural friction, and subsidiary performance: Evidence from Korean subsidiaries in 63 countries
resolves10.1057/jibs.2013.55Subsidiary absorptive capacity and knowledge transfer within multinational corporations
resolves10.1016/j.respol.2011.01.002What determines knowledge sourcing from host locations of overseas R&D operations?: A study of global R&D activities of Japanese multinationals
resolves10.2307/2393808Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness
The 9 references without a DOI — listed, not checked
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no DOI — not checkedWhen Worlds Collide: The Internal Dynamics of Organizational Responses to Conflicting Institutional Demands
no DOI — not checkedref72
no DOI — not checkedref80
no DOI — not checkedref84
no DOI — not checkedref90
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