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Journal articles on the topic 'Subsidiary corporations'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

Shukran, Khaled, Mohammad Nazri, and Norizah Binti Mustamil. "Role of Subsidiary Autonomy and Embeddedness in Subsidiary Knowledge Development: Emerging Economy Perspective." Journal of Developing Areas 57, no. 3 (2023): 277–91. http://dx.doi.org/10.1353/jda.2023.a907747.

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ABSTRACT: This study examines the factors contributing to developing subsidiary knowledge in Malaysian foreign subsidiaries. Prior research on subsidiaries in multinational corporations has either concentrated on transferring knowledge from headquarters to subsidiaries or vice versa, ignoring the factors associated with subsidiary knowledge development through embedded relationship factors. Although embedded relations are essential for developing knowledge, the direction is most important for developing subsidiary knowledge. The significance of subsidiary knowledge development, subsidiary auto

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2

Becker-Ritterspach, Florian, and Christoph Dörrenbächer. "Intrafirm Competition in Multinational Corporations: Towards a Political Framework." Competition & Change 13, no. 3 (2009): 199–213. http://dx.doi.org/10.1179/102452909x451332.

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Intrafirm competition is one of the most contentious issues in multinational companies (MNCs). It occurs when different subsidiaries of an MNC overlap with regard to products, markets or technologies and headquarters try to make use of this overlap by coercive comparisons. It also occurs when a subsidiary takes an initiative that challenges an existing mandate of another subsidiary. Despite the large potential for conflict in intrafirm competition, neither the literature on intrafirm competition nor the more extensive literature on subsidiary mandate change has paid systematic attention to the

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3

Beuselinck, Christof, Stefano Cascino, Marc Deloof, and Ann Vanstraelen. "Earnings Management within Multinational Corporations." Accounting Review 94, no. 4 (2018): 45–76. http://dx.doi.org/10.2308/accr-52274.

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ABSTRACT Using a large sample of multinational corporations (MNCs), we examine the location of earnings management within the firm. We posit and find that MNCs manage their consolidated earnings through an orchestrated reporting strategy across subsidiaries over which they exert significant influence. Specifically, we find that headquarters' influence on subsidiary earnings management increases with the degree of subsidiary integration and the extent of earnings management opportunities. Most importantly, we provide evidence that MNCs exploit regulatory arbitrage opportunities arising from cro

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4

Alias, Jamsari, and Norazila Mat. "Adaptation In Knowledge Transfer Within MNC Subsidiary Episodes." International Journal of Religion 5, no. 10 (2024): 3054–63. http://dx.doi.org/10.61707/1pmdkj05.

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With the advent of multinational corporations (MNCs), it is more important than ever to understand how parent companies oversee their subsidiaries' activities and transfer knowledge to them. Japanese corporations have led the way in this field, employing approaches such as the Toyota Production System (TPS) to transfer the Japanese manufacturing ethos while maintaining quality and control in their international operations. While much has been said about the process of transferring Japanese manufacturing capabilities, little is understood about how these processes. Thus, a complete qualitative

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5

Schultz, Thomas D., and Kyle Scott. "Puerto Rico: The Evolution of America's Corporate Tax Haven." ATA Journal of Legal Tax Research 12, no. 1 (2014): 17–40. http://dx.doi.org/10.2308/jltr-50746.

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ABSTRACT We examine the taxation of corporate income earned in the Commonwealth of Puerto Rico and how the repeal of the possession tax credit available under Internal Revenue Code (IRC) §936 resulted in many U.S. companies converting former possessions corporations into controlled foreign corporations. Although Puerto Rico is a U.S. territory, the conversions highlight that corporations organized under the laws of the Commonwealth generally are foreign corporations for U.S. tax purposes. A U.S. Senate Subcommittee reports Microsoft Corporation shifted offshore the recognition of nearly one-ha

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6

LiTrond Randøy, Jiatao, and Trond Randøy. "Resource Flows within Multinational Corporations: Implications for Subsidiary Strategy." Journal of International Business and Economy 3, no. 1 (2002): 25–46. http://dx.doi.org/10.51240/jibe.2002.1.2.

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Built on the network conceptualization of the multinational corporation (MNC) in the literature, this paper explores three sets of intra-MNC resource flows that facilitate global integration: capital, knowledge, and product flows. By considering both the direction and intensity of the resource flows, this paper presents a framework for analyzing the strategic roles of foreign subsidiaries. We explore this framework with data on U.S. subsidiaries of foreign companies in 46 manufacturing and service industries and 24 MNC home countries. Differences in subsidiary roles are analyzed along two dime

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7

Ando, Naoki, and Yongsun Paik. "Effects of two staffing decisions on the performance of MNC subsidiaries." Journal of Global Mobility 2, no. 1 (2014): 85–101. http://dx.doi.org/10.1108/jgm-08-2013-0051.

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Purpose – The purpose of this paper is to examine the relationship between foreign subsidiary staffing and subsidiary performance by focussing on two staffing practices: first, the ratio of parent country nationals (PCNs) to foreign subsidiary employees and second, the number of PCNs assigned to the foreign subsidiary. Design/methodology/approach – Hypotheses predicting curvilinear relationships between the assignment of PCNs and subsidiary performance are tested using a panel data set consisting of 4,858 foreign subsidiaries of Japanese multinational corporations (MNCs). Findings – The result

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8

Kim, Chan Bok, Seong-Jin Choi, and Luyao Zhang. "Determinants of Staff Localization in Headquarters-Subsidiary-Subsidiary Relationships." Sustainability 14, no. 1 (2021): 249. http://dx.doi.org/10.3390/su14010249.

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This paper investigates how cultural distance, the local experience of a foreign subsidiary, and the intensity of local competition jointly affect the staff localization of MNEs’ subsidiaries. While previous studies on the effects of cultural distance have mainly focused on the gap between home and host countries, we extend the existing “home-host” country perspective to the home-intermediary-host country relationship. This study regards Korea as an intermediary country and utilizes 520 observations from a unique survey conducted by the Export-Import Bank of Korea from 2006 to 2013. The result

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9

Dörrenbächer, Christoph, and Mike Geppert. "Subsidiary staffing and initiative‐taking in multinational corporations." Personnel Review 39, no. 5 (2010): 600–621. http://dx.doi.org/10.1108/00483481011064163.

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10

Hofstetter, Karl. "Parent Responsibility for Subsidiary Corporations: Evaluating European Trends." International and Comparative Law Quarterly 39, no. 3 (1990): 576–98. http://dx.doi.org/10.1093/iclqaj/39.3.576.

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11

Erramilli, M. Krishna. "Nationality and Subsidiary Ownership Patterns in Multinational Corporations." Journal of International Business Studies 27, no. 2 (1996): 225–48. http://dx.doi.org/10.1057/palgrave.jibs.8490133.

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12

Krishnan, Rishikesha T. "Subsidiary Initiative in Indian Software Subsidiaries of MNCs." Vikalpa: The Journal for Decision Makers 31, no. 1 (2006): 51–72. http://dx.doi.org/10.1177/0256090920060105.

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In this paper, the author investigates intrapreneurship in software subsidiaries of multinational corporations in India using an analogous concept—subsidiary initiative— that has been used in the international business literature. Subsidiary initiative is a discrete, proactive undertaking by an operational unit situated outside the home country that advances a new way for the corporation to use or expand its resources. Based on an analysis of published case studies written on the Indian software subsidiaries of Motorola, Philips, and Siemens, the author finds that subsidiary initiative played

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13

Silva, Pedro, and António Carrizo Moreira. "Subsidiary survival: a case study from the Portuguese electronics industry." Review of International Business and Strategy 29, no. 3 (2019): 226–52. http://dx.doi.org/10.1108/ribs-10-2018-0094.

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Purpose The existing literature suggests that multinational corporations (MNCs) divest subsidiary units whenever they cease to enjoy the advantages of ownership, location or internalization. However, not all MNCs divest under these conditions. This paper aims to explore the factors that contributed to the survival of a particular subsidiary and prevented it from being divested. Design/methodology/approach The analysis focuses on an individual subsidiary of a large foreign MNC in the electronics industry, which divested other subsidiaries from Portugal. Data were collected using semi-structured

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14

Lefkoff, Kyle. "University Spin-off Corporations at the University of Colorado." Industry and Higher Education 5, no. 2 (1991): 92–96. http://dx.doi.org/10.1177/095042229100500206.

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The author uses the case of Displaytech, Inc to illustrate the selection, formation and structure of successful university spin-off corporations at the University of Colorado Foundation. He highlights the key factors that have contributed to the success of University Research Corporation, a for-profit subsidiary set up by the Foundation to deal with equity and royalty income from spin-off ventures. Still using the case of Displaytech as an example, the author also explores the risks involved in university-sponsored new ventures. Advice is offered on corporate structure, reward systems, attainm

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15

Mozheiko, Sergei, and Kristian J. Sund. "Managing the Dual Business Model Trade-off in Multinational Corporations." Journal of Business Models 12, no. 3 (2024): 42–52. http://dx.doi.org/10.54337/jbm.v12i3.8471.

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When a multinational operates different business models in different markets, a trade-off typically exists between local-market adaptations and cross-market economies of scale and scope. How do country managers navigate these trade-offs and the tensions inherent in developing and operating such dual business models? In this short paper we explore how a local subsidiary can innovate its business model in a way that creates alignment with the local market while respecting the larger corporate structure. We study the Chinese subsidiary of Velux, a multinational window manufacturer, that has trans

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16

Kostova, Tatiana, Phillip C. Nell, and Anne K. Hoenen. "Understanding Agency Problems in Headquarters-Subsidiary Relationships in Multinational Corporations: A Contextualized Model." Journal of Management 44, no. 7 (2016): 2611–37. http://dx.doi.org/10.1177/0149206316648383.

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This paper proposes an agency model for headquarters-subsidiary relationships in multinational organizations with headquarters as the principal and the subsidiary as the agent. As a departure from classical agency theory, our model is developed for the unit level of analysis and considers two root causes of the agency problem—self-interest and bounded rationality. We argue that in the organizational setting, one cannot assume absolute self-interest and perfect rationality of agents (subsidiaries) but should allow them to vary. We explain subsidiary-level variation through a set of internal org

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17

Gorgijevski, Alexander N., Christine Holmström Lind, and Katarina Lagerström. "Subsidiary strategic influence: the role of subsidiary attention-building activities." Management Decision 60, no. 13 (2022): 48–65. http://dx.doi.org/10.1108/md-05-2021-0594.

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PurposeBy the view of attention-building activities as “tools of power,” the authors investigate the impact of subsidiary involvement in attention-building activities on the strategic influence of subsidiaries within multinational corporations (MNCs).Design/methodology/approachThe study is based on survey data from 110 international subsidiaries located in Sweden. Five hypotheses were tested using structural equation modeling with linear structural relations.FindingsThe study shows that organizational commitment and external scouting activities, as two attention-building activities, do not dir

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18

Zhang, Wenying. "Liability of the Parent Company of MNEs for the Debts of Its Subsidiaries." Journal of Education, Humanities and Social Sciences 1 (July 6, 2022): 13–19. http://dx.doi.org/10.54097/ehss.v1i.623.

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In the context of today's global economic development environment, the most basic and widely adopted internal organizational structure of multinational companies, as the most important economic entities in the process of continuous expansion, is in the form of parent and subsidiary companies. Under this structure, the parent and subsidiary of a multinational corporation are legally separate legal persons, while in practice the subsidiary is often under the integrated control of the foreign parent company based on the global strategy. The contradiction between this form of law and physical cont

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19

Gupta, Anil K., Vijay Govindarajan, and Ayesha Malhotra. "FEEDBACK-SEEKING BEHAVIOR OF SUBSIDIARY PRESIDENTS IN MULTINATIONAL CORPORATIONS." Academy of Management Proceedings 1996, no. 1 (1996): 151–55. http://dx.doi.org/10.5465/ambpp.1996.4979602.

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20

Song, Jaeyong. "Subsidiary absorptive capacity and knowledge transfer within multinational corporations." Journal of International Business Studies 45, no. 1 (2014): 73–84. http://dx.doi.org/10.1057/jibs.2013.55.

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21

Dörrenbächer, Christoph, and Jens Gammelgaard. "Multinational corporations, inter-organizational networks and subsidiary charter removals." Journal of World Business 45, no. 3 (2010): 206–16. http://dx.doi.org/10.1016/j.jwb.2009.12.001.

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22

Williams, Christopher. "Subsidiary-level determinants of global initiatives in multinational corporations." Journal of International Management 15, no. 1 (2009): 92–104. http://dx.doi.org/10.1016/j.intman.2008.03.002.

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23

Blumentritt, Timothy P., and Douglas Nigh. "The Integration of Subsidiary Political Activities in Multinational Corporations." Journal of International Business Studies 33, no. 1 (2002): 57–77. http://dx.doi.org/10.1057/palgrave.jibs.8491005.

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24

BIRKINSHAW, JULIAN. "ENTREPRENEURSHIP IN MULTINATIONAL CORPORATIONS: THE CHARACTERISTICS OF SUBSIDIARY INITIATIVES." Strategic Management Journal 18, no. 3 (1997): 207–29. http://dx.doi.org/10.1002/(sici)1097-0266(199703)18:3<207::aid-smj864>3.0.co;2-q.

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25

Wang, Sheng, Tony W. Tong, Guoli Chen, and Hyondong Kim. "Expatriate Utilization and Foreign Direct Investment Performance: The Mediating Role of Knowledge Transfer†." Journal of Management 35, no. 5 (2008): 1181–206. http://dx.doi.org/10.1177/0149206308328511.

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Multinational corporations (MNCs) often assign expatriate executives overseas to transfer knowledge, yet prior research has not specifically examined the utilization of expatriates as a strategic resource to facilitate knowledge transfer and enhance foreign direct investment performance. Drawing from the resource-based view of the firm and the international strategy literature, the authors argue that assignment of particular expatriates to the subsidiary will enhance subsidiary performance and that the knowledge transferred into the subsidiary through expatriates will mediate this relationship

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26

Aßländer, Michael S., and Janina Curbach. "Corporate or Governmental Duties? Corporate Citizenship From a Governmental Perspective." Business & Society 56, no. 4 (2016): 617–45. http://dx.doi.org/10.1177/0007650315585974.

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Recent discussions on corporate citizenship (CC) highlight the new political role of corporations in society by arguing that corporations increasingly act as quasi-governmental actors and take on what hitherto had originally been governmental tasks. By examining political and sociological citizenship theories, the authors show that such a corporate engagement can be explained by a changing (self-)conception of corporate citizens from corporate bourgeois to corporate citoyen. As an intermediate actor in society, the corporate citoyen assumes co-responsibilities for social and civic affairs and

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27

Gurkov, Igor, and Zokirshon Saidov. "Communications between managers of manufacturing units of multinational corporations." International Journal of Organizational Analysis 25, no. 5 (2017): 894–908. http://dx.doi.org/10.1108/ijoa-12-2016-1097.

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Purpose The paper identifies the factors that shape the intensity and perceived effectiveness of communications between heads of manufacturing units of multinational corporations (MNCs). Design/methodology/approach The paper is based on a survey of heads of MNCs’ manufacturing subsidiaries in Russia. Findings The authors found that the intensity of most inter-unit communication channels depends on the speed and magnitude of the changes experienced by manufacturing subsidiaries in products and production technologies. The assessment of the efficiency of a communication channel with high media r

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28

Wang, Lei, and Chun Zhang. "Do emerging market multinational corporations headquarter-subsidiary relationships foster subsidiary innovation and performance in developed markets?" Industrial Marketing Management 114 (October 2023): 47–63. http://dx.doi.org/10.1016/j.indmarman.2023.07.006.

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29

Bai, Guiyu, Jing Zhao, and Peng Xu. "How do executives’ synergistic allocation and organizational slack drive enterprise technological innovation?" PLOS ONE 17, no. 10 (2022): e0276022. http://dx.doi.org/10.1371/journal.pone.0276022.

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Enterprise group is an important promoter to break the segmentation and achieve economies of scale. Technological innovation within the group is the key to improving market competitiveness, which has attracted common attention from academia and practitioners, but the decision-making mechanism of technology innovation in subsidiary is still needed. Based on the background of Chinese enterprises, through empirical analysis of panel data of 773 listed manufacturing companies for 5 consecutive years, we found: Parent-subsidiary executives’ synergistic allocation has a positive impact on the techno

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30

Chung, Hyuck David, Chuyue Jin, and Jaeyong Song. "R&D Collaboration and Subsidiary Exploration in Multinational Corporations." Academy of Management Proceedings 2018, no. 1 (2018): 14919. http://dx.doi.org/10.5465/ambpp.2018.14919abstract.

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31

Drogendijk, Rian HJ, Hammad Ul Haq, and Desiree Blankenburg Holm. "Headquarters’ Attention, Subsidiary Voice and Strategic Change in Multinational Corporations." Academy of Management Proceedings 2017, no. 1 (2017): 15507. http://dx.doi.org/10.5465/ambpp.2017.15507abstract.

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32

Suh, Jung-Hyun, Shige Makino, and Siva Ramakrishna Devarakonda. "Internal Social Aspirations, Expectations, and Multinational Corporations’ Subsidiary Exit Decisions." Academy of Management Proceedings 2021, no. 1 (2021): 12733. http://dx.doi.org/10.5465/ambpp.2021.12733abstract.

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33

Birkinshaw, Julian. "The Determinants and Consequences of Subsidiary Initiative in Multinational Corporations." Entrepreneurship Theory and Practice 24, no. 1 (1999): 9–36. http://dx.doi.org/10.1177/104225879902400102.

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34

Andersson, Ulf, Mats Forsgren, and Torben Pedersen. "Subsidiary performance in multinational corporations: the importance of technology embeddedness." International Business Review 10, no. 1 (2001): 3–23. http://dx.doi.org/10.1016/s0969-5931(00)00042-1.

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35

Zhang, Feng, Guohua Jiang, and John A. Cantwell. "Subsidiary exploration and the innovative performance of large multinational corporations." International Business Review 24, no. 2 (2015): 224–34. http://dx.doi.org/10.1016/j.ibusrev.2014.07.014.

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36

Jessop, Anna, Nicole Wilson, Michal Bardecki, and Cory Searcy. "Corporate Environmental Disclosure in India: An Analysis of Multinational and Domestic Agrochemical Corporations." Sustainability 11, no. 18 (2019): 4843. http://dx.doi.org/10.3390/su11184843.

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The existing corporate environmental disclosure (CED) research focuses primarily on large companies operating in a single jurisdiction, leaving a gap of knowledge regarding the subsidiary operations of multinational corporations. In this study, consolidated narrative interrogation (CONI) is used to quantify CEDs presented in annual and stand-alone sustainability reports published over a 15-year span between 2002 and 2016 by agrochemical companies operating in India. Results show that the diversity, the quantity, and the quality of CED vary significantly, but generally each of them has been imp

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37

Lestari, Hesty Diyah. "CREDITOR PROTECTION WITHIN CORPORATE GROUP INSOLVENCY." Mimbar Hukum - Fakultas Hukum Universitas Gadjah Mada 25, no. 1 (2013): 123. http://dx.doi.org/10.22146/jmh.16104.

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Creditors of corporations in corporate groups are in a vulnerable position when the corporations become insolvent. The application of separate entity and limited liability principles makes the liability of the parent company for the debts of its subsidiary is limited to the amount of its shareholding in the subsidiary, even though in the commercial reality corporate groups are design for the interests of the group as a whole. The existing law in Indonesia has not provided adequate safeguards to creditors’ interests. Kreditor perseroan pada perusahaan grup berada pada posisi yang rentan apabila

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38

Faems, Dries, Brenda Bos, Florian Noseleit, and Bart Leten. "Multistep Knowledge Transfer in Multinational Corporation Networks: When Do Subsidiaries Benefit From Unconnected Sister Alliances?" Journal of Management 46, no. 3 (2018): 414–42. http://dx.doi.org/10.1177/0149206318798037.

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In this paper, we explore under which conditions subsidiaries of multinational corporations can benefit from the external networks of sister subsidiaries in terms of new knowledge generation. We focus on the phenomenon of unconnected sister alliances—that is, alliances of sister subsidiaries with whom the focal subsidiary lacks a recent history of internal R&D collaboration. Whereas unconnected sister alliances provide knowledge recombination opportunities for the focal subsidiary, realizing them is challenging because of particular knowledge transfer frictions. In this paper, we theorize

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39

Stephens, Beth. "Remarks by Beth Stephens." Proceedings of the ASIL Annual Meeting 113 (2019): 166–67. http://dx.doi.org/10.1017/amp.2019.169.

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Mechanisms to hold corporations liable for human rights abuses are usually grossly inadequate. All too often, local remedies are not available because the host government and legal system are inadequate or captured by corporate interests. The subsidiary directly responsible for the abuses may not have the funds to provide an adequate remedy, and the parent corporation may not be subject to the jurisdiction of local courts. As a result, victims and survivors of abuses have attempted to follow corporate actors to their home states, through human rights litigation in U.S. and European courts. Alt

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40

Frenkel, Stephen J., and Carol Royal. "Corporate-Subsidiary Relations, Local Contexts and Workplace Change in Global Corporations." Relations industrielles 53, no. 1 (1998): 154. http://dx.doi.org/10.7202/005277ar.

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41

Michailova, Snejina, and Zaidah Mustaffa. "Subsidiary knowledge flows in multinational corporations: Research accomplishments, gaps, and opportunities." Journal of World Business 47, no. 3 (2012): 383–96. http://dx.doi.org/10.1016/j.jwb.2011.05.006.

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42

Ando, Naoki. "The effect of localization on subsidiary performance in Japanese multinational corporations." International Journal of Human Resource Management 25, no. 14 (2014): 1995–2012. http://dx.doi.org/10.1080/09585192.2013.870289.

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43

Sartor, Michael A., and Paul W. Beamish. "Private Sector Corruption, Public Sector Corruption and the Organizational Structure of Foreign Subsidiaries." Journal of Business Ethics 167, no. 4 (2019): 725–44. http://dx.doi.org/10.1007/s10551-019-04148-1.

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AbstractCorporate anti-corruption initiatives can make a substantial contribution towards curtailing corruption and advancing efforts to achieve the United Nations’ Sustainable Development Goals. However, researchers have observed that underdeveloped assumptions with respect to the conceptualization of corruption and how firms respond to corruption risk impeding the efficacy of anti-corruption programs. We investigate the relationship between the perceived level of corruption in foreign host countries and the organizational structure of subsidiary operations established by multinational corpor

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44

Johnston, Stewart, and Bulent Menguc. "Subsidiary size and the level of subsidiary autonomy in multinational corporations: a quadratic model investigation of Australian subsidiaries." Journal of International Business Studies 38, no. 5 (2007): 787–801. http://dx.doi.org/10.1057/palgrave.jibs.8400294.

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45

Kirichenko, Tatiana, Alexey Komzolov, Olga Kirichenko, et al. "Modern international trends in taxation of transnational corporations: assessment of efficiency and consequences of applying methodological approaches to the budget." Налоги и налогообложение, no. 1 (January 2023): 27–39. http://dx.doi.org/10.7256/2454-065x.2023.1.38418.

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The object of the study is transnational corporations. That is, companies that operate and have legal entities in various jurisdictions, which allows them to transfer the corporate tax base – profit to jurisdictions with minimal corporate tax. The transfer is carried out through the use of intra-group transfer prices. The subject of the study is current trends, ideas and international efforts in the taxation of multinational corporations. Both such trends themselves were investigated, and a computational experiment was conducted to assess the applicability of a possible methodology for calcula

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46

K. Jain, Naveen, Prashant Srivastava, and Deborah L. Owens. "Leader-member exchange and resource accessibility of subordinates." Leadership & Organization Development Journal 35, no. 6 (2014): 494–512. http://dx.doi.org/10.1108/lodj-09-2012-0112.

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Purpose – The purpose of this paper is to develop a framework for leader-member exchange (LMX) in the context of global integration strategy of multinational corporations (MNCs). Further, an interaction effect of leader's network centrality and leader's alignment with MNC policies on LMX and resource accessibility is proposed. Design/methodology/approach – The paper begins with the notion that different departments in a subsidiary of an MNC are likely to have different requirements for integration within the MNC network. This paper extends the literature by suggesting that employees working in

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47

Minho Kim and 오한모. "The Effects of Entry Timing on Subsidiary Survival:Evidence from Korean Multinational Corporations." Journal of International Trade & Commerce 9, no. 7 (2013): 785–803. http://dx.doi.org/10.16980/jitc.9.7.201312.785.

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48

Monteiro, L. Felipe, Niklas Arvidsson, and Julian Birkinshaw. "Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications." Organization Science 19, no. 1 (2008): 90–107. http://dx.doi.org/10.1287/orsc.1070.0264.

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49

Ahlvik, Catarina, Adam Smale, and Jennie Sumelius. "Aligning corporate transfer intentions and subsidiary HRM practice implementation in multinational corporations." Journal of World Business 51, no. 3 (2016): 343–55. http://dx.doi.org/10.1016/j.jwb.2015.04.003.

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50

Yang, Yu, and Wen Dong. "Global energy networks: Insights from headquarter subsidiary data of transnational petroleum corporations." Applied Geography 72 (July 2016): 36–46. http://dx.doi.org/10.1016/j.apgeog.2016.05.003.

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