Developing a Successful Subsidiary Strategy

Chapter 7Making Strategic Choices

DOI: 10.4324/9781003425502-10

Throughout the previous chapters, my use of the word strategy assumes that readers have a shared view of what is meant by this term and what a strategy should include. I accept that given the differences between subsidiaries, their business models and the norms that apply within their parent organisations, managers will have varying perceptions of what a strategy should look like. I also acknowledge that while many parents may be encouraged to see ambitious subsidiaries seeking to extend their mandates by finding ways to add more value, others may have reservations about their subsidiaries developing local strategies, for fear that this will lead to dysfunctional internal competition ...