Jannika Mattes
University of Oldenburg
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Publication
Featured researches published by Jannika Mattes.
European Planning Studies | 2013
Jannika Mattes
Multinational companies (MNC) face a constant tension between a regional orientation which entails regional embeddedness and their world-spanning activities. The relationship between MNCs and their regional surroundings is here analysed at two levels, the institutional level of the ‘fit’ between the regional environment and the MNCs activities, and the project-specific level in which direct, innovation-related interaction between the company and regional players takes place. It can be shown that these two levels may show very different characteristics with regard to one and the same company, and that selective and dynamic forms of regional embeddedness occur. Furthermore, regional embeddedness of innovation projects does not necessarily take place even if the region offers ample possibilities for cooperation and regional links of the MNC at the institutional level may be strong. A thorough understanding of an MNCs relationship to its region is hence dependent upon a process-oriented two-level analysis.
Competition and Change | 2013
Jannika Mattes; Sinje Späth
This article looks at the evolvement of a foreign subsidiary from exploiting to augmenting and asks which strategic decisions and bargaining processes induce this shift. We add to the existing literature by describing and analysing various sources of power and bargaining processes occurring at both the strategic and operative levels. In an explorative case study of a German MNC that upgrades its Chinese subsidiary, we derive several propositions. First, we suggest that bargaining involves a process in which the power resources need to be enacted. This needs time and competences. An important aspect of this empowerment is the assignment of local managers. Second, we suggest that informal linkages complement the formal set-up and decisively influence how power is being distributed. Finally, we underline the importance of the operative level in fostering and blocking decision-making processes in the MNC. The analysis of strategic bargaining in MNCs hence needs to take into account more explicitly the importance of the operative level and its interdependence with strategic management.
Regional Studies | 2018
Teis Hansen; Jannika Mattes
ABSTRACT Proximity and power in collaborative innovation projects. Regional Studies. The proximity literature has so far paid little attention to power relations in collaborative innovation projects. This paper draws on contributions from international business to examine if power constellations between collaborators in innovation projects influence the effects of proximity. An analysis of two cases of collaborations between headquarters and subsidiaries of multinational companies highlights that specific power constellations indeed influence the effects of proximity. While some forms of proximity allow subsidiary-specific capabilities to diffuse throughout the organization and pose a threat to the powerful subsidiary, the weaker subsidiary considers proximity as a possibility to learn from the headquarters.
Archive | 2008
Martin Heidenreich; Brigitte Kirch; Jannika Mattes
Die Rekontextualisierungsthese geht davon aus, dass Informations- und Kommunikationstechnologien (IuK) angesichts der Sinnentlastung technisierter Kommunikationen nur dann in Arbeitsorganisationen genutzt werden konnen, wenn die Voraussetzungen fur eine situativ angemessene Interpretation und Nutzung technisch gespeicherter und ubermittelter Informationen durch direkte Interaktionen sichergestellt werden. Am Beispiel eines international eingebetteten Entwicklungsvorhabens im Bereich der Softwareerstellung wird gezeigt, dass die befragten Projektgruppenmitglieder wie erwartet in erheblichem Mase auf personliche Interaktionen zuruckgreifen, um explizites Wissen und technisch ubermittelte Daten einzubetten, sinnhaft zu interpretieren, effizienter zu nutzen und zu rahmen. Gleichzeitig aber nutzen sie komplementar zu personlichen Kontakten in erheblichem Mase E-Mails, Telefone und insbesondere Instant Messaging Systeme und Videokonferenzen, um sich abzustimmen und um ihre Interessen und Vorstellungen durchzusetzen. Die Rekontextualisierung von IuK-Systemen ist somit sowohl durch direkte Interaktionen als auch durch die komplementare Nutzung weiterer Informationssysteme moglich.
Chapters | 2016
Jannika Mattes
This chapter is concerned with the way multinational companies (MNCs) organize the internal and external geographical setup of their innovation projects. The core thesis of this chapter is that innovation is socially embedded, which is why the activities involved cannot take place anywhere. An empirical example shows that neither internal nor external geographical constellations are stable and uniform within the whole MNC. Instead, by differentiating between projects and functional arenas, the selective and dynamic aspects of the geographical setup of corporate innovation are being displayed. Indeed, MNCs have to deal with an inherent spatial tension: on the one hand, they are active in multiple countries and consequently disperse their activities; on the other hand, the need to control and coordinate makes concentrated settings attractive. This refers particularly to strategically important and complex tasks such as innovation projects. At the same time, corporate innovation does not occur independently of the external environment. For this external embeddedness spatial characteristics again play an important role. It is therefore worthwhile to look at innovation projects of MNCs combining their internal and external dimensions.
Archive | 2012
Jannika Mattes
This paper claims that internationalisation of innovation and the involved dispersal of activities in multinational companies needs to be reassessed. It is rarely a uniform phenomenon, but instead selective, sequential and temporal. The paper derives five ideal types of organising innovation in multinational companies: complete concentration, core-periphery concentration, sequential dispersal, modularised dispersal and inclusive dispersal. Empirical case studies illustrate that these different types do not only vary between projects, but are even applied selectively in different functional arenas of one and the same innovation project. This also shows that innovation is organised in a dynamic way and involves constant shifts and re-adjustments. Some general traits of different functional arenas are being derived. One of the core conclusions is that dispersed and internationalised constellations of organising innovation are applied in a far more cautious and less encompassing fashion than commonly expected. Instead, elements of control usually remain concentrated, and even seemingly dispersed settings do not imply extensive interaction and integration between the involved sites. A further result is that the organisation of innovation is not only a strategic phenomenon, but remains subject to emergent, path dependent constellations.
Regional Studies | 2012
Jannika Mattes
Energy Policy | 2015
Jannika Mattes; Andreas Huber; Jens Koehrsen
European Management Journal | 2015
Magnus Nilsson; Jannika Mattes
European Management Journal | 2014
Jannika Mattes