Brexit, the mediation strategies of foreign corporate subsidiaries and regional resilience

The period leading up to Brexit in the UK has led foreign corporate subsidiaries having mediate uncertainties and upheaval, forming part of broader regional resilience tendencies. roles subsidiaries, their contexts, global production network positions coupling are all heterogeneous, meaning that responses likely be disparate. Utilizing ‘dynamic managerial capabilities’ subsidiary competences perspectives, this paper examines how have mediated why certain actions taken, which is co-constituted with resilience. Twenty within manufacturing sectors West Midlands Wales examined. In conclusion, finds mediation strategies generally focused on seeking stasis through worst-case no-deal planning preserving existing supply chains, indicating dominance ‘adaptation’ forms