Peter Thilenius

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This paper is built on two premises: (1) that HQ and subsidiary managers often have different perceptions about the role of the subsidiary in the multinational corporation, and (2) that such differences have important implications for the management of the HQ–subsidiary relationship. Using data collected from 89 HQ–subsidiary dyads, we test and find support(More)
When an organization faces new types of collaboration, for example after a company merger, there is a need to consolidate the existing in-house developed software. There are many high-level strategic decisions to be made, which should be based on as good foundation as possible, while these decisions must be made rapidly. Also, one must employ feasible(More)
Understanding the marketing implications of supplier–customer relationships requires more knowledge about commitment and its affect on relationship continuity. Although much research in industrial marketing link long-term relationships to the technological or product commitment, few attempts have been made to relate this connection to other dimensions of(More)
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