Article Review on Unleash Innovation in Foreign Subsidiaries by Birkinshaw and Hood

Article summary (195 words) Birkinshaw, J. & Food, N. "Release of Innovation of Overseas Subsidiary" in article (2001) shows four incentive strategies to promote innovation of overseas subsidiaries. An intensive attempt at a global business is to encourage and exploit the wonderful ideas common in remote subsidiaries. In order to achieve this goal, the parent company should treat the foreign unit as a peninsula rather than an island. This means that each remote subsidiary is not an independent unit but a supplement to the parent company to achieve strategic goals.

Please ignore the local subsidiary's response and strategic initiative. However, in theory of strategy and organization development, some scholars emphasize subsidiary's intention and movement (Birkinshaw & Hood, 1998; Bauman, Jackson & Lawerence, 1997; Weick, 1995). Birkinshaw & Hood (1998) proposed three factors that affect the role of local companies in subsidiaries. Bauman, Jackson, and Lawerence (1997) argue that the success of organization change is subject to certain psychological changes. And Weick (1995) believes that subsidiaries or leaders have the right to enact the environment or even the headquarters.

Article summary (195 words) Birkinshaw, J. & Food, N. "Release of Innovation of Overseas Subsidiary" in article (2001) shows four incentive strategies to promote innovation of overseas subsidiaries. An intensive attempt at a global business is to encourage and exploit the wonderful ideas common in remote subsidiaries. In order to achieve this goal, the parent company should treat the foreign unit as a peninsula rather than an island. - The article reviews the following articles: Wu, Joshua B, Tsui, Anne S. and Kinicki, Angelo J. 2010. Results of differentiated leadership in the group. Management School of Journal of Management 53: 90-106. Introduction Research papers "Results of differentiated leadership in the group" focuses on issues that the leadership group needs to face. The theoretical assumption is that we need to apply individual and group level approaches to the group through organizational leadership.

Supplementary initiatives should be viewed as a positive approach promoted by foreign nationalities, multinational companies, multinational corporate subsidiaries (Birkinshaw and Ridderstrale, 1999; Birkinshaw 1997) to promote corporate resource allocation and expansion (Miller, 1983; Kanter, 1982)) Business entrepreneurs move resources from less productive areas to higher areas, accepting higher levels of uncertainty and risks, and making changes in existing companies By creating and utilizing it to achieve economic returns, you get a higher return (Burns 2008) Parker 2011). This type of entrepreneurial activity promotes dynamic leadership logic that provides the basis for conceptualization and resource allocation of subsidiaries (Morris et al 2008)