@article{oai:iuk-repo.repo.nii.ac.jp:00001292,
 author = {オオノ, ヨウコ and 大野, 陽子 and Ohno, Yoko},
 issue = {2},
 journal = {鹿児島経済論集, The Kagoshima journal of economics},
 month = {Oct},
 note = {application/pdf, We use a microfoundation lens to challenge the assumption of a simple relationship between organizational-level context (subsidiary's initiatives) and subsidiary outcomes (strategy change realization) Drawing on middle manager and boundary spanning literature, we argue that the boundary spanning activities, facilitating adoption and championing alternatives of managers' behavior, have a mediating effect as micro- activities between subsidiary's initiatives and coordination with headquarters to realize strategy change in the subsidiary. Using interview data, we find the process of managers' involvement in strategy change realization of subsidiary through their three behaviors. Our results show that manager's "horizontal" boundary spanning behavior in the local environment, leads to "downward'  through facilitating subsidiary adaptability and "upward" through championing alternatives. Our findings also show that championing strategy alternatives and facilitating adoption lead to coordination with headquarters for strategy change realization. Revealing the centrality of subsidiary manager activities for strategy change realization in the subsidiary, demonstrates the value to understand the organizational phenomena through a microfoundation lens．, 論文(Article)},
 pages = {61--88},
 title = {ミドルマネージャーによる海外子会社における戦略変更の実践},
 volume = {62},
 year = {2021}
}