Abstract
We explore the effects of subsidiary interdependence on global
product launch performance using a case-study design combining quantitative
and qualitative data collected from subsidiaries participating in the global
launch of a new drug by a major pharmaceutical multinational enterprise. The
study combines pre-launch survey data on subsidiary interdependence with
post-launch quantitative performance data to select eight of 67 subsidiaries
involved in a global product launch. We also analyse information gathered
through in-depth interviews with 19 subsidiary managers to explore various
facets of the relationship with their headquarters and other subsidiaries. Our
findings suggest that the positive effect of interdependence on global product
launch success varies with subsidiaries’ involvement in decision-making, with
the division of labour and responsibilities, and with the existence of cognitive,
relational and structural social capital. Based on our findings, we present
several propositions regarding the effects of subsidiary interdependence on the
success of global product launches.
product launch performance using a case-study design combining quantitative
and qualitative data collected from subsidiaries participating in the global
launch of a new drug by a major pharmaceutical multinational enterprise. The
study combines pre-launch survey data on subsidiary interdependence with
post-launch quantitative performance data to select eight of 67 subsidiaries
involved in a global product launch. We also analyse information gathered
through in-depth interviews with 19 subsidiary managers to explore various
facets of the relationship with their headquarters and other subsidiaries. Our
findings suggest that the positive effect of interdependence on global product
launch success varies with subsidiaries’ involvement in decision-making, with
the division of labour and responsibilities, and with the existence of cognitive,
relational and structural social capital. Based on our findings, we present
several propositions regarding the effects of subsidiary interdependence on the
success of global product launches.
| Originalsprache | Englisch |
|---|---|
| Seiten (von - bis) | 553 - 579 |
| Fachzeitschrift | European Journal of International Management |
| Jahrgang | 13 |
| Ausgabenummer | 4 |
| DOIs | |
| Publikationsstatus | Veröffentlicht - 2019 |
Schlagwörter
- case-study approach
- global product launch
- launch performance
- social capital
- subsidiary interdependence