Shahid Beheshti University - Faculty of Management and Accounting Journal of Business Management Perspective 2251-6050 18 37 2019 05 22 Headquarters’ Roles and Interventions in Subsidiaries: A Systematic Review Headquarters’ Roles and Interventions in Subsidiaries: A Systematic Review 13 33 100554 10.29252/jbmp.18.37.13 FA Mohammad Aali Fallah Ph.D. Student of Business Management, Faculty of Management, University of Tehran, Tehran, Iran. Ali Heidari Assistant Prof., Faculty of Management, University of Tehran, Tehran, Iran. 0000-0002-6252-4999 Hashem Aghazadeh Associate Prof. in Business Management, University of Tehran, Tehran, Iran. Seyed Mohammad Arabi Prof., Faculty of Management, University of Allameh Tabatabaei, Tehran, Iran. Journal Article 2021 01 08 Nowadays, parent companies play a strong role in the economy of countries. They are characterized by a portfolio of businesses managed and coordinated by a corporate headquarters (HQ). For success of a parent company, HQ should create value for whole firm. But the question is that which roles and interventions a HQ must do to create value-added. Thus, this paper aims to develop a theoretical framework of HQ’s roles and interventions, as well as of situational factors that affect these roles and interventions. This paper applied the systematic review; thus, 31 articles (from 1962 to 2017) associated with HQ and corporate strategy in two databases (EBSCO and WOS) were systematically analyzed. After examining the articles, 3 roles and 21 interventions for HQ were identified. Moreover, 2 groups of situational factors namely “business characteristics” and “HQ characteristics” which have significant impact on HQ’s roles and interventions were determined. All roles do not result in value-added. Sometimes HQ’s interventions prevent value destruction and occasionally destruct value in subsidiaries Nowadays, parent companies play a strong role in the economy of countries. They are characterized by a portfolio of businesses managed and coordinated by a corporate headquarters (HQ). For success of a parent company, HQ should create value for whole firm. But the question is that which roles and interventions a HQ must do to create value-added. Thus, this paper aims to develop a theoretical framework of HQ’s roles and interventions, as well as of situational factors that affect these roles and interventions. This paper applied the systematic review; thus, 31 articles (from 1962 to 2017) associated with HQ and corporate strategy in two databases (EBSCO and WOS) were systematically analyzed. After examining the articles, 3 roles and 21 interventions for HQ were identified. Moreover, 2 groups of situational factors namely “business characteristics” and “HQ characteristics” which have significant impact on HQ’s roles and interventions were determined. All roles do not result in value-added. Sometimes HQ’s interventions prevent value destruction and occasionally destruct value in subsidiaries https://jbmp.sbu.ac.ir/article_100554_e2a038863417f69e0faaab30683eb5e5.pdf