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Purcell, J. & Hutchinson, S. 2006. Front-line managers as agents in the HRM- performance causal chain: Theory, analysis and evidence. Human Resource Management Journal 17(1): 3–20. Reiche, S., Harzing A.-W. & Pudelko, M. 2015. Why and how does shared language affect subsidiary knowledge flows? A social identity perspective. Journal of International Business Studies 46(5): 528–551. Schmid, S., Dzedek, L. & Lehrer, M. 2014. From rocking and boat to wagging the dog: A literature review of subsidiary initiative research and integrative framework. Journal of International Management 20(2): 201–213. Scullion, H. & Starkey, K. 2000. In search of the changing role of the corporate human resource function in the international firm. International Journal of Human Resource Management 11(6): 1061–1081. Shenkar, O. 2001. Cultural distance revisited: towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies 32(3): 519–535. Smale, A., Bjorkman, I., Ehrnrooth, M., John, S., Makela, K. & Sumelius, J. 2015. Dual organizational identification in MNC subsidiaries: A multilevel study. Journal of International Business Studies 46(7): 761–783. Taylor, S., Beechler, S. & Napier, N. 1996. Toward an integrative model of strategic international human resource management. Academy of Management Review 21(4): 959–985. Ulrich, D. C. & Brockbank, W. 2005. The HR Value Proposition. Boston: Harvard Business School Press. Whittaker, S. & Marchington, M. 2003. Devolving HR responsibility to the line: Threat, opportunity or partnership? Employee Relations 25(3): 245–261.