This article examines how MNE subsidiaries develop nonmarket strategies to create a fit between a global market strategy and a local nonmarket framework. Derived from an analysis of archives and interviews on eBay’s expansion into France, our findings suggest that MNE subsidiaries create their nonmarket strategic fit through defensive and proactive self-categorization. Specifically, the purposeful use of labels, rhetoric and narratives enables subsidiaries to self-categorize and strategically position themselves vis-à-vis both regulators and local incumbents, thereby exercising agency to influence the nonmarket environment in their preferred direction. The findings contribute to the institution-based view of international strategy by shedding new light on the interaction between MNE subsidiaries and local institutional authorities in a context of international expansion. Furthermore, we theorize how subsidiaries use self-categorization to transfer global organizational practices to the host country.
- nonmarket strategy
- MNE subsidiaries
- institution-based view
- organizational practice transfer