Brexit, the mediation strategies of foreign corporate subsidiaries and regional resilience
研究了英国脱欧期间外国子公司如何应对不确定性，发现它们主要通过无协议预案和维持供应链来寻求稳定，体现了区域韧性的适应形式。
The period leading up to Brexit in the UK has led to foreign corporate subsidiaries having to mediate uncertainties and upheaval, forming part of broader regional resilience tendencies. The roles of subsidiaries, their corporate contexts, global production network positions and regional coupling are all heterogeneous, meaning that responses are likely to be disparate. Utilizing ‘dynamic managerial capabilities’ and subsidiary competences perspectives, this paper examines how subsidiaries have mediated Brexit and why certain actions are taken, and which is co-constituted with regional resilience. Twenty foreign subsidiaries within manufacturing sectors in the West Midlands and Wales are examined. In conclusion, the paper finds that Brexit mediation strategies have generally focused on seeking stasis through worst-case no-deal planning and preserving existing supply chains, indicating the dominance of ‘adaptation’ forms of regional resilience.