In the mixed-motive dyad of the headquarters-subsidiary relationship, subsidiaries often request more autonomy than headquarters concede. To shed light on subsidiaries' desire for autonomy, the authors investigate its consequences and determinants by drawing on reactance theory to develop an integrative framework focusing on marketing decision making in subsidiaries. The authors empirically test this framework with 133 international headquarters-subsidiary dyads from 29 countries. The findings show that a subsidiary's desire for autonomy can significantly impair the headquarters-subsidiary relationship. While the centralization and importance of marketing decision making can amplify this harmful desire for autonomy, the headquarters' competence in marketing decision making can reduce this desire. Thus, to minimize subsidiaries' desire for autonomy, headquarters should credibly display high competence while allowing subsidiaries to participate in decision making whenever possible.
Dieser Eintrag ist Teil der Universitätsbibliographie.
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