This volume of Research in Global Strategic Management, the first under the new editorship of William Newburry, provides new perspectives on headquarters-subsidiary relationships in the context of the contemporary multinational corporation

Managing the Contemporary Multinational explores the role of headquarters in different structures of multinational firms and shows how this role is affected by the complexity of contemporary research. This topical book illustrates that contemporary research has added complexity to the attributes of the multinational, with implications for the role of headquarters. It examines claims that subsidiaries contribute to the overall competitiveness of the corporation, that they are organized in corporate networks spanning country borders, and that they depend upon specific relationships in the external network. It is stressed that headquarters knowledge of the multinational and its business environment is crucial, but also problematic. The eminent contributors question whether headquarters have become more or less important given the complexity of contemporary research, and argue that the answer to this question depends on the theoretical foundation adopted in the multinational. Based on empirical studies, this invaluable book will be a captivating read for students and researchers interested in international business and international management.

Andrea Daniel not only compares headquarters and subsidiary managers’ perceptions of a subsidiary’s role, but she analyzes the implications of perception gaps for the headquarters-subsidiary relationship.

In the global business environment, new organizational forms come and go but in today's multinational corporations the headquarters-subsidiary link remains the primary channel by which the firm is managed. It facilitates strategy, control and coordination, and smoothes the progress of inter-unit product, personnel, factor and knowledge flows of every kind. Using data from CEOs of a large sample of Australian subsidiaries of foreign firms, this book brings new insights into the nature of this vital corporate relationship.

In enforcing EU competition law, the Commission employs a unique doctrine of parental antitrust liability: it imposes fines on the parent company of an infringing subsidiary in cases where the parent exercises decisive influence over the subsidiary's commercial policy. Critics of this contentious aspect of EU competition law believe that the doctrine is unfair, ineffective, obscure, disproportionate, contrary to due process, and based upon a dubious, if not extremely flimsy, justificatory foundation. Such criticism raises serious and unanswered questions about the legitimacy of the Commission's efforts to enforce competition law. Parental Liability in EU Competition Law: A Legitimacy-Focused Approach is the first monograph to be dedicated to this controversial topic. Written by Professor Peter Whelan, the book contends that, although the general concept of parental liability can be justified in principle, the current EU-level doctrine of parental antitrust liability in fact suffers from a distinct and problematic lack of legitimacy. More specifically, the said doctrine displays significant deficiencies with respect to effectiveness, fairness, and legality. Given this undesirable state of affairs, Parental Liability in EU Competition Law offers a fully-rationalised, reformulated approach to parental antitrust liability for EU competition law violations that is built around the notion of parental fault. That approach provides a solid normative account of how to impose parental antitrust liability in a manner that is theoretically robust, effective in practice, fair in substance, and legally sound.

This volume covers a range of on-going and newly emerging debates in the study of multinational companies (MNCs). A key aim is to consolidate and make available in one place new conceptual, methodological and critical MNC research.