Corporate Parenting Advantage as a Capability‑Based, Contextually Contingent Alignment Process
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Corporate parenting advantage is widely viewed as a key source of value creation in multi‑business firms, yet empirical evidence remains limited. This study develops and tests a capability‑based, contextually contingent model of corporate parenting advantage using multi‑level data from 32 parent firms and 96 subsidiaries. Drawing on survey responses from headquarters and subsidiary managers, complemented by archival performance, institutional, and industry indicators, the study examines how parenting capabilities and parenting style-subsidiary fit shape parent-subsidiary relational mechanisms. Multi‑level structural equation modeling shows that both parenting capabilities and style-fit significantly strengthen relational mechanisms, which in turn enhance subsidiary performance, innovation, and portfolio‑level outcomes. Institutional environment, technological dynamism, and portfolio complexity moderate these effects, underscoring the contingent nature of parenting advantage. The findings reframe parenting advantage as a capability‑driven alignment process and contribute to strategic management and international business by integrating parent attributes, relational mechanisms, and contextual moderators into a unified empirical model.
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