Umfang:
Online-Ressource (205 p)
,
ill
Ausgabe:
Online-Ausg. Palo Alto, Calif ebrary 2013 Electronic reproduction; Available via World Wide Web
ISBN:
9789086866199
Serie:
International chains and networks series 2
Inhalt:
Multinational enterprises often seem to be on a 'roller coaster' when managing their operations in transition economies, especially because of the volatile business and political environment. By combining agency and stewardship theory, this book describes the subtle equilibrium between formal control and day-to-day coordination in the Headquarters-Subsidiary (HQ-S) governance relationship. Using the Polish situation as an example, it places HQ-S governance in the context of a transitional economy while taking the cultural differences between the headquarters and subsidiary country into account.This explorative empirical study shows that the use of strategic and operational control mechanisms work as a transparent 'platform' on which coordination and attuning mechanisms can be build to deal with the day-to-day management challenges in a transition economy. Creating flexibility and learning capabilities at the subsidiary level, rather than maintaining a subsidiary in a state of dependence can clearly contribute to the success of international operations. However, it also reveals that there is no simple and uniform recipe for managing subsidiaries. The road from governance to performance is not a one-way street and alternative routes are available to accelerate performance.This book is a valuable resource to all directors and managers of multinational enterprises, as well as academic researchers who concern themselves with the study of multinational enterprises in transition economies
Inhalt:
Intro -- Table of contents -- Acknowledgements -- Chapter 1. Introduction -- 1.1 Research area -- 1.2 Multinational expansion into CEEC -- 1.3 Research aim and research questions -- 1.4 Theoretical framework and research design -- 1.5 Structure of the thesis -- Chapter 2. Study domain -- 2.1 FDI at the genesis of Headquarters-Subsidiary (HQ-S) relationship -- 2.2 FDIs' development worldwide -- 2.3. FDI in Central Eastern European Countries (CEECs) -- 2.4 The emergence of HQ-S relationships in Poland -- 2.5 Concluding remarks -- Chapter 3. Theoretical building blocks -- 3.1 Multinational enterprise (MNE) -- 3.2 Governance of the headquarters-subsidiary relationship -- 3.3 Contingency approach to the HQ-S governance -- 3.4 The contingency-governance fit -- 3.5 Summary and final remarks -- Chapter 4. The conceptual model -- 4.1 Governance of the HQ-S relationship -- 4.2 Operationalisation of the contingency concepts -- 4.3 Propositions for the contingency model -- 4.4 Final remarks -- Chapter 5. Research design -- 5.1 Survey research of Polish subsidiaries -- 5.2 In-depth interviews with Dutch and French headquarters -- 5.3 Methods of data analysis -- 5.4 Concluding remarks -- Chapter 6. Survey results -- 6.1 Response rate and analysis of non-response -- 6.2 Profile of the subsidiaries -- 6.3 Baseline description of headquarters -- 6.4 Baseline description of governance mechanisms -- 6.5 Environment -- 6.6 Cultural distance -- 6.7 Performance -- 6.8 Partial least squares model for HQ-S governance -- 6.9 International strategy clusters -- 6.10 Concluding remarks -- Chapter 7. In-depth interviews with headquarters -- 7.1 Baseline description of the headquarters -- 7.2 Characteristics of Dutch and French HQ-S governance -- 7.3 Comparison of the HQ and S governance mechanisms -- 7.4 Concluding remarks -- Chapter 8. Discussion and conclusions
Inhalt:
8.1 The HQ-S governance mechanisms -- 8.2 The influence of the business environment on HQ-S governance -- 8.3 The cultural distance influence on HQ-S governance -- 8.4 The influence of strategy on HQ-S governance -- 8.5 HQ-S governance and performance -- 8.6 The role of expatriates, international sales and relationship duration -- 8.7 In-depth interviews with headquarters -- 8.8 Study evaluation -- 8.9 Suggestions for further research -- 8.10 Managerial implications -- 8.11 Final remarks -- References -- Appendices -- Appendix 1. Questionnaire -- Appendix 2. Topic list for in-depth interviews with HQ -- Appendix 3. Spearman correlations -- Appendix 4. Additional tables and classifications -- Summary -- About the Author
Anmerkung:
Includes bibliographical references (p. 165-179)
,
Zugl.: Wageningen, Univ., Diss.
,
Table of contents; Acknowledgements ; Chapter 1. Introduction; 1.1 Research area; 1.2 Multinational expansion into CEEC; 1.3 Research aim and research questions; 1.4 Theoretical framework and research design; 1.5 Structure of the thesis; Chapter 2. Study domain; 2.1 FDI at the genesis of Headquarters-Subsidiary (HQ-S) relationship; 2.2 FDIs' development worldwide; 2.3. FDI in Central Eastern European Countries (CEECs); 2.4 The emergence of HQ-S relationships in Poland; 2.5 Concluding remarks; Chapter 3. Theoretical building blocks; 3.1 Multinational enterprise (MNE)
,
3.2 Governance of the headquarters-subsidiary relationship3.3 Contingency approach to the HQ-S governance; 3.4 The contingency-governance fit; 3.5 Summary and final remarks; Chapter 4. The conceptual model; 4.1 Governance of the HQ-S relationship; 4.2 Operationalisation of the contingency concepts; 4.3 Propositions for the contingency model; 4.4 Final remarks; Chapter 5. Research design; 5.1 Survey research of Polish subsidiaries; 5.2 In-depth interviews with Dutch and French headquarters; 5.3 Methods of data analysis; 5.4 Concluding remarks; Chapter 6. Survey results
,
6.1 Response rate and analysis of non-response6.2 Profile of the subsidiaries; 6.3 Baseline description of headquarters; 6.4 Baseline description of governance mechanisms; 6.5 Environment; 6.6 Cultural distance; 6.7 Performance; 6.8 Partial least squares model for HQ-S governance; 6.9 International strategy clusters; 6.10 Concluding remarks; Chapter 7. In-depth interviews with headquarters; 7.1 Baseline description of the headquarters; 7.2 Characteristics of Dutch and French HQ-S governance; 7.3 Comparison of the HQ and S governance mechanisms; 7.4 Concluding remarks
,
Chapter 8. Discussion and conclusions8.1 The HQ-S governance mechanisms; 8.2 The influence of the business environment on HQ-S governance; 8.3 The cultural distance influence on HQ-S governance; 8.4 The influence of strategy on HQ-S governance; 8.5 HQ-S governance and performance; 8.6 The role of expatriates, international sales and relationship duration; 8.7 In-depth interviews with headquarters; 8.8 Study evaluation; 8.9 Suggestions for further research; 8.10 Managerial implications; 8.11 Final remarks; References; Appendices; Appendix 1. Questionnaire
,
Appendix 2. Topic list for in-depth interviews with HQAppendix 3. Spearman correlations; Appendix 4. Additional tables and classifications; Summary; About the Author
,
Electronic reproduction; Available via World Wide Web
,
English
Weitere Ausg.:
ISBN 9086860494=9789086860494
Weitere Ausg.:
Erscheint auch als Druck-Ausgabe Headquarters-Subsidiary Relationship Governance In Emerging Markets Of Central Eastern Europe : A Study In Poland
Sprache:
Englisch
Schlagwort(e):
Hochschulschrift
;
Hochschulschrift
DOI:
10.3920/978-90-8686-619-9
URL:
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