Exploring the effects of subsidiary interdependence on the performance of global product launches

A.T. Mohr; van Uenen Marc; Fernando Javier Fastoso; Can Tihany

doi:10.1504/EJIM.2019.100807

Exploring the effects of subsidiary interdependence on the performance of global product launches

A.T. Mohr, van Uenen Marc, Fernando Javier Fastoso, Can Tihany

The York Management School

Research output: Contribution to journal › Article › peer-review

Abstract

We explore the effects of subsidiary interdependence on global product launch performance using a case-study design combining quantitative and qualitative data collected from subsidiaries participating in the global launch of a new drug by a major pharmaceutical multinational enterprise. The study combines pre-launch survey data on subsidiary interdependence with post-launch quantitative performance data to select eight of 67 subsidiaries involved in a global product launch. We also analyse information gathered through in-depth interviews with 19 subsidiary managers to explore various facets of the relationship with their headquarters and other subsidiaries. Our findings suggest that the positive effect of interdependence on global product launch success varies with subsidiaries’ involvement in decision-making, with the division of labour and responsibilities, and with the existence of cognitive, relational and structural social capital. Based on our findings, we present several propositions regarding the effects of subsidiary interdependence on the success of global product launches.

Original language	English
Journal	European Journal of International Management
Early online date	3 Jun 2019
DOIs	https://doi.org/10.1504/EJIM.2019.100807
Publication status	E-pub ahead of print - 3 Jun 2019

Bibliographical note

This is an author-produced version of the published paper. Uploaded in accordance with the publisher’s self-archiving policy. Further copying may not be permitted; contact the publisher for details.

Access to Document

10.1504/EJIM.2019.100807

Mohr et al 2018 - EJIM - Accepted unformatted manuscript
This is an author-produced version of the published paper. Uploaded in accordance with the publisher’s self-archiving policy. Further copying may not be permitted; contact the publisher for details.
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Cite this

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abstract = "We explore the effects of subsidiary interdependence on global product launch performance using a case-study design combining quantitative and qualitative data collected from subsidiaries participating in the global launch of a new drug by a major pharmaceutical multinational enterprise. The study combines pre-launch survey data on subsidiary interdependence with post-launch quantitative performance data to select eight of 67 subsidiaries involved in a global product launch. We also analyse information gathered through in-depth interviews with 19 subsidiary managers to explore various facets of the relationship with their headquarters and other subsidiaries. Our findings suggest that the positive effect of interdependence on global product launch success varies with subsidiaries{\textquoteright} involvement in decision-making, with the division of labour and responsibilities, and with the existence of cognitive, relational and structural social capital. Based on our findings, we present several propositions regarding the effects of subsidiary interdependence on the success of global product launches.",

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