Control-trust interplays and the influence paradox: A comparative study of MNC-subsiciary relationships
2009 (English)In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 38, no 5, 520-528 p.Article in journal (Refereed) Published
This study focuses on the interplay and possible coexistence of control and trust when influencing others and when being influenced. The paper presents an analysis of change processes whereby an actor becomes ‘a trusted influenced other’. This occurs due to the controls that take place, rather than despite of these. It is suggested that intended purpose and perceived legitimacy need to be considered, as well as the type and level of control. Moreover, imbalanced interactions whereby the other actor is prevented from becoming a source of influence may negatively impact the overall development and exploitation of knowledge. A second dimension in the studied relationships is when the other becomes ‘a trusted source of influence’, not only a ‘trusted influenced other’.
Place, publisher, year, edition, pages
Elsevier, 2009. Vol. 38, no 5, 520-528 p.
Control, trust, Influence, MNC-subsidiary interactions
Research subject Business Studies
IdentifiersURN: urn:nbn:se:umu:diva-60389DOI: 10.1016/j.indmarman.2008.12.019OAI: oai:DiVA.org:umu-60389DiVA: diva2:559720