Sverre Tomassen

Proceedings and Membership Directory - Academy of Management Doi: https://doi.org/10.5465/AMBPP.2022.12165abstract

Journal of Organization Design 8(1) s. 1-24 Doi: https://doi.org/10.1186/s41469-019-0052-y

This study examines how subsidiaries in multinational corporations (MNCs) experience interactions with corporate headquarters. We conceptualize such interactions in terms of organizing costs, focusing on two key types of costs: bargaining costs and information costs. Specifically, we examine how distance, coordination mechanisms, and atmosphere influence the level of organizing costs in the headquarter-subsidiary relationship. Using survey data collected among 104 subsidiary managers in two MNCs, we show that relationship atmosphere significantly reduces both types of organizing costs, whereas distance increases bargaining costs. We also find that centralization and formalization reduce information costs, whereas social integration, contrary to our hypothesis, increases bargaining costs.

Progress in International Business Research 12 s. 445-470 Doi: https://doi.org/10.1108/S1745-886220170000012023

Perspectives on Headquarters – Subsidiary Relationships in the Contemporary MNC s. 165-189 Doi: https://doi.org/10.1108/S1064-485720160000017007

Research in Global Strategic Management 17 s. 165-189 Doi: https://doi.org/10.1108/S1064-485720160000017007

Advances in International Management 27 s. 75-97 Doi: https://doi.org/10.1108/S1571-502720140000027002

Journal of International Management 18(3) s. 233-246 Doi: https://doi.org/10.1016/j.intman.2012.02.002

According to transaction cost and internalization theories of multinational enterprises, companies make foreign direct investments (FDI) when the combined costs of operations and governance are lower for FDI than for market or contract based options, such as exports and licensing. Yet, ex post governance costs remain a conjectural construct, which has evaded empirical scrutiny, and the lack of focus on the implications of these costs constitutes a challenge for management in multinational companies (MNCs). What effects does the ensuing establishment of subsidiaries abroad have in terms of governance costs? What factors drive these costs? We hypothesize that such costs are driven by external contingencies as well as factors that characterize a particular company headquarters-subsidiary relationship. Using survey data from Norwegian MNCs, this study investigates 159 MNC-subsidiary relationships. Overall, our framework is corroborated by the data.

EIBAzine 3(8) s. 10-14

Journal of Management Studies 48(2) s. 373-394 Doi: https://doi.org/10.1111/j.1467-6486.2010.00962.x

Advances in International Management 24 s. 127-152 Doi: https://doi.org/10.1108/S1571-5027(2011)0000024013

Managing the Contemporary Multinational: The Role of Headquarters s. 138-159

International Business Review 18(3) s. 292-304 Doi: https://doi.org/10.1016/j.ibusrev.2009.02.005

Scandinavian Journal of Management s. 101-126

J. Cantwell and R. Narula (eds.): International Business and the Eclectic Paradigm: Developing the OLI Framework s. 174-199

Asian Journal of Business & Information Systems 3(1) s. 1-19

Asian Journal of Business & Information Systems 3(1) s. 1-20

Academy of International Business Annual Meeting

38th Annual Conference of the Strategic Management Society in Paris 2018

We follow the prevalence of MNEs into Africa to examine the impact of institutional distance and governmental assistance on ownership levels across multiple home and host countries. Although recent studies have increasingly heightened the influence of institutional contextual factors on the ownership levels, we know very little about such decisions from the African context. This paper fills this gap by looking at ownership decisions within the uniqueness of the African context. We contribute to the international business literature by testing the theoretical boundaries of ownership decisions when MNEs expand into high risk areas. With 54 countries in our sample, this study throws light on the role of different institutional complexities on ownership decisions.

EIBA Annual Conference

SMS Special Conference Banff

SMS Conference

European International Business Academy Annual Conference

Academy of International Business Annual Conference

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European International Business Academy Annual Conference

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Advances in International Management (AIM) Workshop “Orchestration of the Global Network Organization”

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26th EGOS Colloquium 'Waves of Globalization: Repetition and difference in organizing over time and space'

The second IB conference at Reading

SMS Conference 2009, Washington DC

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35th EIBA Annual Conference in Valencia

Strategic Management Society Annual MeetingAnnual Meeting

34th EIBA Annual Conference

34th EIBA Annual Conference

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Nordic Workshop in International Business

Second Annual Workshop on Enactment and Development of Social Capital in International and Multinational Firms

Handelshøyskolen BI

Forskningsrapporten presenterer funnene fra en undersøkelse av utflytting av hovedkontorer for divisjoner og forretningsområder for selskaper som er børsnotert i Norge. Mens den tradisjonelle internasjonaliseringen – knyttet til salg og produksjon i utlandet – er godt beskrevet og velforklart i litteraturen gjennom et etter hvert betydelig antall teoretiske og empiriske studier av selskapers grenseoverskridende aktiviteter, finnes det få studier av selskapers utflytting av strategiske enheter og funksjoner, så som deres hovedkontorer. Vi utvikler en forskningsmodell der tilbøyeligheten til å flytte divisjonshovedkontorer blir forklart gjennom selskapsfaktorer, eierskapsfaktorer, og bransje­aktorer. Den empiriske delen av undersøkelsen bygger på to casestudier så vel som et paneldatasett over 30 av de største børsnoterte selskapene i Norge gjennom perioden 2000-2006. Hovedkonklusjonene i studien er at både i absolutt og relativ betydning blir hovedkontorfunksjoner for norske selskaper i utlandet betydelig viktigere i løpet av disse årene, og eierskaps­aktorene er samlet sett de som best predikerer hvorvidt utflytting skjer eller ikke. Statlig og konsentrert eierskap motvirker utflytting, men mot forventning finner vi at utenlandsk eierskap ikke fører til økt utflyttingstilbøyelighet.

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31st Annual EIBA Conference

29th Annual EIBA Conference