My dissertation examines why subsidiary initiatives differ with
respect to their probability of survival and identifies
initiative-related factors which cause this difference. I conduct
this examination within the context of the global research and
development (R&D) organisation of a multinational company
(MNC). My research therefore intends to answer the research
question: What determines the probability of survival of an
initiative sent by a foreign R&D subsidiary? The findings show
that initiative survival is positively influenced by social and
geographical closeness of the sending R&D subsidiary to
headquarters, by the initiative's alignment with the firm's core
areas of activity, and by the manager's past success record, i.e.
the number of already recognised initiatives sent by that manager.
Moreover, initiatives that propose exploitative innovation are more
likely to survive than initiatives that propose exploratory
innovation. However, inter-subsidiary collaboration is found to
have no significant influence on initiative survival. Finally, I
discuss the implications of these findings for theory development
and management practice.
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