Ulf Andersson

Gillmore, Edward; Andersson, Ulf & Ekman, Peter (2020)

The enduring effects of relational attributes on subsidiary evolution after mandate loss

Global Strategy Journal, s. 1- 32. Doi: 10.1002/gsj.1391

Ryan, Paul; Buciuni, Giulio, Giblin, Majella & Andersson, Ulf (2020)

Subsidiary upgrading and global value chain governance in the multinational enterprise

Global Strategy Journal, 10(3), s. 496- 519. Doi: 10.1002/gsj.1387

Andersson, Ulf; Brewster, Chris, Minbaeva, Dana, Narula, Rajneesh & Wood, Geoffrey (2019)

The IB/ IHRM interface: Exploring the potential of intersectional theorizing

Journal of World Business, 54(5) Doi: 10.1016/j.jwb.2019.100998 - Full text in research archive

Although the core concepts underlying IB and IHRM provide a common lexicon and epistemology, this commonality is often more implicit than explicit. We highlight not only the common ground but also the lack of critical dialogue between the two fields. This paper asks: What can each field learn from the other? What do scholars from IB learn from IHRM and vice versa? We identify a possible agenda and concerns regarding theory building as a basis for dialogue between the two fields.

Santangelo, Grazia D; Dellestrand, Henrik & Andersson, Ulf (2019)

Institutional antecedents of subsidiary external embeddedness: Coping with regulatory competitive constraints

Long range planning, 52(4) Doi: 10.1016/j.lrp.2018.10.001 - Full text in research archive

Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2019)

Dealing with headquarters in the multinational corporation: A subsidiary perspective on organizing costs

Journal of Organization Design, 8:12, s. 1- 24. Doi: 10.1186/s41469-019-0052-y - Full text in research archive

This study examines how subsidiaries in multinational corporations (MNCs) experience interactions with corporate headquarters. We conceptualize such interactions in terms of organizing costs, focusing on two key types of costs: bargaining costs and information costs. Specifically, we examine how distance, coordination mechanisms, and atmosphere influence the level of organizing costs in the headquarter-subsidiary relationship. Using survey data collected among 104 subsidiary managers in two MNCs, we show that relationship atmosphere significantly reduces both types of organizing costs, whereas distance increases bargaining costs. We also find that centralization and formalization reduce information costs, whereas social integration, contrary to our hypothesis, increases bargaining costs.

Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2020)

The Puzzling Effects of Social Integration on Knowledge Transfer

[Academic lecture]. Strategic Management Society Annual Conference, Virtual, October 2020.

Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2018)

The down side of social integration: A discussion of precarious HQ-subsidiary relations and knowledge transfer

[Academic lecture]. Academy of International Business Annual Meeting.

Tomassen, Sverre; Lunnan, Randi, Andersson, Ulf & Benito, Gabriel R G (2017)

The Dark Side of Social Integration: Knowledge Transfer, Bargaining, and Social Integration Mechanisms

[Academic lecture]. SMS Special Conference Banff.

Lunnan, Randi; Tomassen, Sverre, Benito, Gabriel R G & Andersson, Ulf (2017)

The Darker Side of Social Integration: A Discussion of Bargaining Costs and Knowledge Transfer

[Academic lecture]. EIBA Annual Conference.

Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2016)

A Subsidiary Perspective on Organizing Costs in Multinational Corporations: The Roles of Distance, Coordination and Relationship

[Academic lecture]. Academy of International Business Annual Conference.