New product launching (NPL)to the local market by subsidiary manageres is a strategic activity which requires organizatinal supprts from MNC global network. The NPL activity is marked by high level of uncertainty risk andmarket failure .thus a headquater needs to integrate the subsidiary NPL into the global strategy.At the same time subsidiary managers need to have a certain level of autonomiy to ensure that the launching pogram is adapted to the local spesificities. these two pressures have forced the subsidiary manageres to take up the roles of bondary spanners good working enironment between subsidiaries managers and headquarter is belived to be the determinant factor for the new product performance.however good working environment between headquater and subsidiary is not automatically conditioned .The types of coordination developed by the headquarter influence the subsidiary managers and the headquarter working environment and hence determine the new product succes.this research emphasizes that negotiation coordination is more suitable than the hirarchical coordination when bulding good working environment during NPL process determines the comercial performane of new products