Local subsidiaries initiatives: cultural determinants and outcomes Online publication date: Thu, 18-Sep-2014
by Hela Chebbi; Dorra Yahiaoui
World Review of Entrepreneurship, Management and Sustainable Development (WREMSD), Vol. 8, No. 4, 2012
Abstract: The purpose of this paper is to investigate the cultural determinants of local subsidiaries' initiatives. An exploratory and qualitative research, conducted in a Polish subsidiary in the telecommunication sector, indicated that the entrepreneurial culture of the subsidiary is not the unique cultural factor affecting local initiatives, as mentioned by several researches on this subject. Two main contributions emerge from this study. First, the corporate culture (for the multinational corporation), business culture and national culture are considered as barriers to local subsidiaries' initiatives. Second, these factors enhance subsidiaries capabilities and isolation while preventing the transformation of local initiatives into hybrid and/or internal ones. The implication is that this paper provides researchers and practitioners with an overview of the main cultural factors to take into consideration in order to exploit local subsidiaries' initiatives by the whole multinational corporation.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the World Review of Entrepreneurship, Management and Sustainable Development (WREMSD):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook