Navigating local environments with global strategies: A contingency model of multinational subsidiary performance, Marketing Science 27(5

Multinational corporations (MNCs) often pursue global strategies that emphasize efficiency, flexibility, and learning, but globally developed strategies often clash with the environmental idiosyncrasies of MNC country subsidiary markets in which the strategy is actually implemented. Extant research pays little attention to the contingent efficacy of such global strategies from the perspective of MNC country subsidiary markets. We adopt the strategy–environment alignment principle and study how host country task and institutional environments might influence the efficacy of global strategies for MNC subsidiary performance. We assess MNC subsidiar