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dc.contributor.authorSchleimer, Stephanieen_US
dc.contributor.authorV. Coote, Leonarden_US
dc.contributor.authorRiege, Andreasen_US
dc.date.accessioned2017-05-03T14:05:41Z
dc.date.available2017-05-03T14:05:41Z
dc.date.issued2013en_US
dc.date.modified2014-04-01T06:26:33Z
dc.identifier.issn01482963en_US
dc.identifier.doi10.1016/j.jbusres.2013.01.020en_US
dc.identifier.urihttp://hdl.handle.net/10072/57666
dc.description.abstractThe transfer of locally created marketing strategies worldwide represents a key competitive advantage for multinational corporations (MNCs). Although a research topic of much interest, empirical content of past studies is scarce. Absorptive capacity studies typically test direct effects of either the transfer capacity of the strategy's initiator or the recipient's ability to process and exploit the strategy on related learning outcomes. Mixed findings allow the possibility of more complex relationships. This study examines the relationships between MNC headquarters and marketing units located in subsidiary firms using a sample of 213 marketing managers. The study systematically explores linear, interaction, and quadratic effects within a structural equation modeling paradigm. The findings indicate that the relationship between a MNC headquarters' transfer capacity and a subsidiary marketing unit's processing capacity on the strategy's exploitation is one of mediation and moderation. The subsidiary marketing unit's processing capacity is a key mediating variable and headquarters' transfer capacity moderates the effects of this variable on the exploitation of the marketing strategy by the subsidiary's unit.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_US
dc.languageEnglishen_US
dc.publisherElsevieren_US
dc.publisher.placeUnited Statesen_US
dc.relation.ispartofstudentpublicationNen_US
dc.relation.ispartofpagefrom307en_US
dc.relation.ispartofpageto315en_US
dc.relation.ispartofissue3en_US
dc.relation.ispartofjournalJournal of Business Researchen_US
dc.relation.ispartofvolume67en_US
dc.rights.retentionYen_US
dc.subject.fieldofresearchOrganisation and Management Theoryen_US
dc.subject.fieldofresearchcode150310en_US
dc.titleHeadquarters to subsidiary transfer effects on marketing strategy exploitationen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of International Business and Asian Studiesen_US
gro.date.issued2013
gro.hasfulltextNo Full Text


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