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Academic literature on the topic 'Management of subsidiary'

Author: Grafiati

Published: 28 May 2022

Last updated: 29 May 2022

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Journal articles on the topic "Management of subsidiary"

Tarique, Ibraiz, and Randall Schuler. "A multi-level framework for understanding global talent management systems for high talent expatriates within and across subsidiaries of MNEs." Journal of Global Mobility 6, no. 1 (March 12, 2018): 79–101. http://dx.doi.org/10.1108/jgm-07-2017-0026.

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Purpose Researchers and practitioners are interested in developing frameworks that can improve the understanding of the emerging field of global talent management (GTM) within and across the subsidiaries of multinational enterprises (MNEs). A few studies have proposed such frameworks but only implicitly include constructs at different levels of analysis. This paper is a step toward bridging the gap. Grounded in multi-level theory, international human resources management (IHRM) frameworks, and the ability-motivation-opportunity model, the purpose of this paper is to develop a multi-level framework that describes the processes through which antecedents at four levels of analysis affect a subsidiary’s GTM system, which in turn directly affects outcomes at three levels of analysis. Design/methodology/approach This paper develops a multi-level framework that describes the processes through which antecedents at four levels of analysis affect a subsidiary’s GTM system. Along with including four levels of analysis and highlighting cross-level interactions in our proposed multi-level framework, several testable propositions are offered. Findings The framework developed in this paper depicts the causal relationship between the subsidiary IHRM strategy (subsidiary level) and subsidiary GTM system (subsidiary level), and the several moderating variables that specify conditions under which the subsidiary IHRM Strategy affects a subsidiary GTM system. The moderator variables include national culture distance (country level), MNE headquarters (HQ) orientation (MNE HQ level), and the required dynamic cross-cultural competencies (expatriate level). In addition, the framework shows the outcomes of a subsidiary’s GTM system across three levels: knowledge transfer (MNE HQ level), localization (subsidiary level), and cross-cultural learning (expatriate level). In the context of multi-level analyses (the authors discuss this next), the framework shows several top-down processes (e.g. P2, P4 and P5) and several bottom-up processes (e.g. P3 and P7). Research limitations/implications The proposed multi-level framework describes important antecedents and outcomes of a subsidiary’s GTM system, and proposes several propositions for future empirical and theoretical research that could be the focus of a systematic research program and agenda on GTM in subsidiaries. In addition, the proposed framework enables us to advance the GTM literature by improving the understanding of and offering insights about the GTM system of a subsidiary, and specifically contribute to research in IHRM and GTM in a number of ways. Practical implications Existing scholarly GTM frameworks used by practitioners do not take into account the multi-level complexities that exist when a subsidiary IHRM strategy may not align with the subsidiary GTM system. As such, both practitioners and researchers would benefit by adopting a multi-level framework that accounts for these complexities and how they interact with one another to influence the way subsidiaries manage their expatriate talent. Originality/value By using multi-level theory to examine subsidiary GTM systems, the authors advance both the GTM literature and the IHRM literature. Overall, this paper attempts to shift the focus of each subsidiary’s GTM system to a broader, multi-level perspective and contribute to new theory building in GTM research, specifically in subsidiary GTM-MNE research and provide some thoughtful suggestions for HR practitioners wanting to enhance the effectiveness of their MNEs.

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Tseng, Cher-Hung, and Liang-Tu Chen. "Determinants of subsidiary’s technological capability – examining the roles of subsidiary–local supplier linkage." Journal of Business & Industrial Marketing 29, no. 5 (May 27, 2014): 374–86. http://dx.doi.org/10.1108/jbim-06-2012-0094.

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Purpose – This study aims to explore the effects of subsidiary–local supplier linkage characteristics in a supply chain and the moderating effects of a multinational corporation’s (MNC’s) international experience (IE) and a subsidiary’s innovation orientation (IO) on the subsidiary’s technological capability. Design/methodology/approach – A new research framework is developed comprising four constructs and six research hypotheses. Applying the regression model, the hypotheses were tested on data from Taiwanese MNC’s subsidiaries of manufacturing industries in Asian developing countries. Findings – The subsidiary–local supplier linkage characteristics, including economic aspect: asset-specific investment (ASI) of local supplier and social aspect: relational capital (RC) of local linkage, are positively associated with subsidiary’s technological capability. Moreover, the MNC’s IE can enhance the positive effect of RC on the subsidiary’s technological capability and the subsidiary’s IO decreases the positive impact of ASI on the subsidiary’s technological capability. Practical implications – This study provides useful insights into how MNCs and subsidiaries should concentrate on the factors that increase the subsidiary’s technological capability. Moreover, MNCs’ and subsidiaries’ managers must endeavor to establish long-term linkages with carefully selected local suppliers, induce these suppliers to provide appropriate ASI, and actively develop RC in the subsidiary–local supplier linkage to enhance the subsidiary’s technological capability. Originality/value – This study demonstrates that subsidiary–local supplier linkage characteristics, MNC’s IE and subsidiary’s IO can be applied to examine the technological capability of subsidiaries operating in less advanced countries.

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Hong, Gahye, and Eunmi Kim. "How to Attract Talented Expatriates: The Key Role of Sustainable HRM." Sustainability 11, no. 19 (September 28, 2019): 5373. http://dx.doi.org/10.3390/su11195373.

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Retaining talented expatriates is important for multinational enterprises (MNEs) to maintain knowledge sustainability between their headquarters (HQ) and subsidiaries. However, depending on the host country image of a subsidiary, the attractiveness of the subsidiary may make it challenging to recruit prospective expatriates. Based on the sustainable human resource management (HRM) perspective, this study examines the direct effect of the host country image of a subsidiary and the moderating effect of family support policies on a subsidiary’s attractiveness, by comparing subsidiaries in the US and Vietnam. The results are based on data from 434 Korean potential expatriate applicants and show that the host country image of a subsidiary has a direct effect on the subsidiary’s attractiveness. Specifically, expatriate applicants are less attracted to a Vietnam-based subsidiary than to a US-based one. Further, the positive moderating effect of family support policies on subsidiary attractiveness is more relevant for the Vietnam-based subsidiary. This result suggests that family support policies can be a key strategy for overcoming the less preferred host country images of subsidiaries in emerging markets, thus improving subsidiary sustainability in the long term. The implications of these findings are provided in the context of sustainable HRM and the existing expatriate literature.

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Schweizer, Roger, Katarina Lagerström, and Johan Jakobsson. "The evolution of MNCs' R&D foreign units: the case of Swedish MNCs in India." Cross Cultural & Strategic Management 27, no. 3 (April 30, 2020): 365–88. http://dx.doi.org/10.1108/ccsm-06-2019-0116.

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PurposeThe article aims to explain how the drivers of subsidiary evolution influence a multinational company's (MNC) research and development (R&D) subsidiary's evolution over time.Design/methodology/approachThe article draws on insights from a longitudinal comparative case study of three Swedish MNCs' Indian R&D units.FindingsThe study shows that the evolution of R&D units is a triangular showdown among headquarter assignments, local market constraints, and opportunities, and that subsidiary choice is an important driver of both mandated extension and stagnation. We summarize our findings in various propositions that emphasize different drivers over time and that highlight the strong impact of a subsidiary's understanding of the corporate immune system on the evolution of that subsidiary's R&D mandate.Research limitations/implicationsDrawing on the common limitations of a case study approach, further research is needed to test the suggested propositions with larger samples, ideally with subsidiaries in other emerging and developed markets.Practical implicationsThe study illustrates the risks involved for subsidiary managers when pushing an R&D mandate-related initiative too far and provoking the corporate immune system. For headquarters management, the study highlights the importance of understanding that the development of R&D competence and capability at a subsidiary cannot be guided solely by headquarter assignments and local market characteristics; rather, the subsidiary's initiatives also need to be considered.Originality/valueThe study contributes to the literature on R&D internationalization by showing how the drivers of subsidiary evolution influence a subsidiary's R&D mandates over time and that subsidiary choice is an important driver of both mandated extension and stagnation.

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Pehrsson, Anders. "How does a foreign subsidiary’s differentiation strategy fit competitive dynamics and mandate?" European Business Review 28, no. 6 (October 10, 2016): 690–708. http://dx.doi.org/10.1108/ebr-08-2016-0107.

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Purpose Drawing on the contingency perspective of strategy, the purpose of this paper is to extend current understanding of fit between a differentiation strategy of the industrial firm’s foreign subsidiary and key contextual boundaries. Design/methodology/approach A conceptual framework is developed in which a differentiation strategy involves the complementary approaches of innovativeness and customer responsiveness. The key boundaries consist of local competitive dynamics and the value-adding mandate assigned to the subsidiary. Detailed features of four types of differentiation strategies are identified by analysing strategies applied by subsidiaries of industrial firms operating on the US market. Findings Four propositions are developed regarding alignment between strategy types and the boundaries. Relationships are proposed regarding a strategy type and a context specified by rivalry/relational competitive dynamics, and a broad/narrow value-adding mandate. Research limitations/implications The conceptual framework and the propositions may be tested by analysing statistical data on industrial firms’ subsidiaries operating in several host countries. Practical implications To increase a foreign subsidiary’s contribution to the global competitiveness of an industrial firm, an awareness of the boundaries to the subsidiary’s strategy of differentiation that may hamper the subsidiary’s performance is essential. Originality/value The conceptual framework, and the propositions, contributes to literature on the industrial firm’s global strategy because it focuses on subsidiary strategy and extends present understanding of the mechanisms that drive the effectiveness of a foreign subsidiary’s differentiation strategy.

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Liu, Yang, Jie Jiao, and Jun Xia. "Subsidiary Networks and Foreign Subsidiary Performance: A Coopetition Perspective." Management and Organization Review 15, no. 1 (March 2019): 111–43. http://dx.doi.org/10.1017/mor.2018.51.

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ABSTRACTFrom a coopetition perspective, we differentiate between a multinational enterprise's product-similar subsidiary network and product-different subsidiary network in a host country. We argue that the product-similar network will have a curvilinear (inverted U-shaped) effect on foreign subsidiary performance, whereas the product-different network will produce a monotonic (positive) effect. Moreover, we introduce host-country economic advantage and intangible resource of the subsidiary as moderators into the relationship between subsidiary network and performance. Using longitudinal panel data of foreign subsidiaries, we find evidence that when host-country economic advantage is large, and the level of intangible asset intensity is high, the inverted U-shaped effect of product-similar subsidiary network is less pronounced. Moreover, host-country economic advantage and intangible asset intensity both enhance the positive effect of product-different subsidiary network. However, the moderating effect of intangible asset intensity is opposite to our prediction.

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Nguyen, Quyen T. K. "The subsidiaries of multinational enterprises operate regionally, not globally." Multinational Business Review 23, no. 4 (November 16, 2015): 328–54. http://dx.doi.org/10.1108/mbr-05-2015-0017.

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Purpose – The purpose of this paper is to examine the determinants of home-region strategy of the multinational subsidiary and the impact of such a strategy on its performance. The author draws upon new internalization theory to develop a theory-driven model and empirically tests the simultaneous relationships between home-region strategy and performance of the subsidiary. Design/methodology/approach – The author tests the model using a simultaneous equation statistical technique on an original, new data set of publicly listed multinational subsidiaries operating in the ASEAN region, with parent firms’ headquarters across the broad triad. Findings – There are three significant findings. The first finding is that subsidiary-level downstream knowledge (marketing advantages), and the geographic location of the subsidiary in the same home region as of the parent firm are key antecedents of a subsidiary’s home-region strategy. The second finding is that a subsidiary’s profitability reduces home-region orientation; however, home-region strategy has an insignificant effect on performance. The third finding is that these subsidiaries generate on average 92 per cent of their total sales in the home region (the Asia Pacific). Originality/value – The author advances the existing literature on the regional nature of parent-level multinational enterprises by demonstrating that their quasi-autonomous subsidiaries also operate mainly on a home-region basis.

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Ferraris, Alberto. "Rethinking the literature on “multiple embeddedness” and subsidiary-specific advantages." Multinational Business Review 22, no. 1 (April 14, 2014): 15–33. http://dx.doi.org/10.1108/mbr-11-2013-0064.

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Purpose – This paper aims to synthesize the literature on embeddedness of MNE subsidiaries, rethinking the concept of “multiple embeddedness” in order to clarify the importance of the subsidiary-specific advantages. Design/methodology/approach – A new and innovative framework based on four key relationships: home country-specific advantages (CSAs)-Headquarters (HQ); HQ-subsidiary; subsidiary-host CSAs; and subsidiary-HQ. This framework is used to discuss the complex phenomenon of “multiple embeddedness”. Findings – The framework proposed sheds light on the subsidiary's need to develop and sustain over time its subsidiary-specific advantages (SSAs) and, where possible, to “upgrade” these SSAs and to integrate them across the entire network of the MNE. The framework is based on two pillars. The first one is the “creation and development” of firm-specific advantages (FSAs) (in the home country) and SSAs (in the host country); the second one is the “transfer” of these advantages from the parent to the subsidiary and vice versa. In addition, several interesting interrelations are found between the four main relationships, and the central role of the recombination capabilities and the importance of distance are highlighted. Originality/value – This paper is one of the first to develop a framework incorporating all the relevant relationships in multiple embeddedness. The framework is innovative and “embeddedness” is analyzed in a novel way, as many studies only partially analyze this complex phenomenon and neglect one or more of these relationships.

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Ando, Naoki, and Yongsun Paik. "Effects of two staffing decisions on the performance of MNC subsidiaries." Journal of Global Mobility 2, no. 1 (June 3, 2014): 85–101. http://dx.doi.org/10.1108/jgm-08-2013-0051.

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Purpose – The purpose of this paper is to examine the relationship between foreign subsidiary staffing and subsidiary performance by focussing on two staffing practices: first, the ratio of parent country nationals (PCNs) to foreign subsidiary employees and second, the number of PCNs assigned to the foreign subsidiary. Design/methodology/approach – Hypotheses predicting curvilinear relationships between the assignment of PCNs and subsidiary performance are tested using a panel data set consisting of 4,858 foreign subsidiaries of Japanese multinational corporations (MNCs). Findings – The results demonstrate that the two staffing practices have different effects on subsidiary performance. The ratio of PCNs to foreign subsidiary employees has an inverted U-shaped relationship with subsidiary performance, while the number of PCNs assigned to the subsidiary has a linear and negative effect on subsidiary performance. Research limitations/implications – The results of this study are subject to limitations. First, the sample used in this study consists solely of the foreign subsidiaries of Japanese firms. This research design limits the generalizability of the findings of this study. Second, other decisions related to subsidiary staffing such as the ratio of PCNs in the subsidiary's top management team need to be examined to advance understandings of the relationship between subsidiary staffing and subsidiary performance. Practical implications – MNCs need to identify the appropriate number of PCNs at which they can achieve the optimal trade-off with the PCN ratio to enhance the competitiveness and the performance of a foreign subsidiary. In doing so, they need to take into consideration that an increase in the number of PCNs has an immediate negative effect on the workplace morale of host country nationals. Originality/value – This study incorporates two staffing practices into its analyses and shows that they have different implications for subsidiary performance. The results suggest that focussing on one staffing practice alone limits understanding of the complex relationship between foreign subsidiary staffing and subsidiary performance.

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Claver-Cortés, Enrique, Patrocinio Zaragoza-Sáez, Mercedes Úbeda-García, Bartolome Marco-Lajara, and Francisco García-Lillo. "Strategic knowledge management in subsidiaries and MNC performance. The role of the relational context." Journal of Knowledge Management 22, no. 5 (June 11, 2018): 1153–75. http://dx.doi.org/10.1108/jkm-07-2017-0305.

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Purpose Based on the knowledge-based theories of the MNC, this research aims to develop and test a holistic model to analyse the relationship between the strategic knowledge management (SKM) processes undertaken by subsidiaries and MNC performance. Additionally, it focuses on determining the impact that the relational context can have on knowledge creation and transfer inside the internal network of an MNC. Design/methodology/approach The research hypotheses are tested by partial least squares (PLS) with data from a sample of Spanish subsidiaries of foreign multinational firms belonging to high-technology and knowledge-intensive sectors. Findings The results confirm that: the implementation of a SKM by a subsidiary positively impacts on knowledge creation; the knowledge created by a subsidiary positively influences knowledge transfer, increasing the knowledge existing in the MNC; the knowledge transfer across all MNC units has a positive impact on MNC performance; the subsidiary’s relational context arises as a mediating variable between the knowledge created by a subsidiary and its transfer to the rest of the MNC. Originality/value The research proposes a holistic model that contemplates the joint interaction of the variables knowledge creation, knowledge transfer and performance. In addition, the proposed model contemplates the variable SMK of the subsidiary as the beginning of the knowledge creation-knowledge transfer-performance process. Finally, the mediating role of the relational context in the relationship between knowledge creation and transfer is analysed.

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Dissertations / Theses on the topic "Management of subsidiary"

Sakolvieng, Ketkamol Organisation &amp Management Australian School of Business UNSW. "The evolution of subsidiaries: the case of michelin in Thailand." Publisher:University of New South Wales. Organisation & Management, 2009. http://handle.unsw.edu.au/1959.4/43381.

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This study has investigated the evolution of Michelin Siam Group (MSG), a Thai subsidiary of the Michelin Group (France), over the period between 1987 and 2007. Particular attention has been given to the process of changing subsidiary roles as well as factors influencing the process. The study has adopted a qualitative case-study approach based on the data collected from interviews of senior managers at MSG. The analysis has demonstrated that over the past 20 years, MSG has undergone several changes in its charters and capabilities, with the changes in its roles accordingly. In its early years (pre-1997), MSG was a ??local implementer?? in its MNC network, mainly serving the local market in a limited range of product lines mandated by the headquarters (HQs). Its charters, both manufacturing and commercial charters, have since been extended to cover broader product lines and international markets beyond Thailand through the accumulation of production capabilities enhanced by a range of training programmes. MSG has thus increasingly shifted from a ??local implementer?? to a ??regional/global implementer??. More importantly, it has also been revealed that the changes in MSG??s roles have been strongly influenced by the HQs. Through its control over decision making, the HQs has been heavily involved in introducing changes at MSG. However, the role of subsidiary, industry, and local environment factors should not be neglected. MSG??s increasing capabilities and superior performance coupled with the favourable and dynamic local environment as well as the competitive nature of an industry have been found to have instigated HQs?? favourable decisions for MSG. While the HQs has been the dominant driver of MSG??s roles and changes in its roles, the findings of this study largely appear to support the influences of the interplay of corporate, subsidiary, industry, and local environment factors in shaping subsidiary roles over time.

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Fischerová, Adela. "Diversity management in a subsidiary of a multinational corporation." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198678.

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The main objective of this thesis was to analyze the diversity management in a chosen company from the management's perspective. Also the main goals, values and activities of this system were analyzed. The chosen company is an IT global company that has subsidiaries all around the globe; these subsidiaries each have their own small, local adaptation of diversity management. After the diversity management was analyzed from the company's perspective, the other objective was to analyze the perception of its employees. These two outputs were compared to each other afterwards and key findings were discussed. Quantitative methods, which were partially supported by own experience in the company, as well as informal interviews with its employees, were used for the research. A quantitative research with 93 respondents proved that the diversity strategy in the company is developed, however still some room for improvement has. In the end of the thesis recommendations, based on a SWOT analysis were carried out.

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Wu, W. (Wenling). "Utilizing location advantage to develop a contributing subsidiary role." Master's thesis, University of Oulu, 2013. http://urn.fi/URN:NBN:fi:oulu-201305201285.

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Location advantage is an importance incentive for a multinational enterprise (MNE) to set up subsidiaries in a foreign country. However, whether such location advantages are fully utilized during the subsidiary operation? The purpose of this study is to analyse how the subsidiary can make use of the changing location advantage and continue to grow. It tries to find out whether the subsidiary succeeds to meet its original expectation during its development. And if not, what should be done to make sure the previous location advantage is actually converted to the MNE’s competence. The research method is qualitative by doing a case interview with the headquarter of an MNE based in Finland. The qualitative empirical study helps to provide deeper understanding of the eclectic paradigm and subsidiary development as well as the analysis made in this study. As the study emphasizes the continuous development of both location advantage and subsidiary competence, the qualitative research shows different events in the subsidiary’s history. The finding made in the study shows that there is a continuous cycle between subsidiary development and the configuration of location advantage, headquarter-subsidiary relationship and the subsidiary character itself. In particular, the normative integration is the key in achieving a suitable configuration. Location advantage is the important link in making sure the subsidiary development will continue, therefore, the location advantage should be perceived as changing and dynamic to seek the growing subsidiary role. The finding suggests the MNE to pay more attention on recruitment and training to achieve high normative integration, which will prevent lots of potential conflicts. In addition, the location advantages should be consistently monitored and evaluated to be prepared to respond timely.

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Birnik, Andreas. "Cross-border integration in the multinational corporation : the subsidiary management perspective." Thesis, Cranfield University, 2007. http://hdl.handle.net/1826/1815.

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A substantial amount of prior research has focused on the conflicting demands put on managers in multinational corporations (MNCs) as a result of simultaneous pressures for local responsiveness and global integration. However, despite this research we do not really understand how managers in subsidiaries balance pressures for integration and responsiveness. To address this issue, the research focused on how subsidiary managers interpret and respond to cross-border integration efforts originating from the corporate headquarters when also confronted with substantial pressures for local responsiveness. In relation to extant research, which tends to focus on integration from a macro perspective, this research makes a contribution to knowledge about integration from a micro-strategy and micro-politics perspective by going inside the multinational subsidiary. The empirical material consists of five case studies of mobile operators in China (1), Denmark (2), Romania (1) and Sweden (1). The research uses a constructivist grounded theory approach to understand the causes of local-global tensions at the subsidiary level and how managers respond to integration efforts. Identified causes of tension were perceptions of misfit, lack of procedural justice, weak execution, loss of personal control and cultural misunderstanding. Following from this, the research uncovered factors that led to subsidiary managers following either a rules-based logic of complying with headquarters, or shifting to a task-based logic of practical action to negotiate/challenge, manipulate or ignore headquarters‟ integration efforts. The core thesis in this research is that subsidiary managers‟ perceptions and responses are central to the outcome of corporate integration efforts. Given this, managers at headquarters have critical roles to play as sensegivers and change deployers in order to influence the sensemaking and actions of subsidiary managers.

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Magomedova, Nina. "Essays on Regional Management Centres: Subsidiary management at the crossroad of psychic distance and regionalization." Doctoral thesis, Universitat de Barcelona, 2021. http://hdl.handle.net/10803/670957.

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The aim of this research has been to advance the understanding of RMC units, especially springboard subsidiaries, by identifying factors that contribute to the development of an ordinary subsidiary into springboard, scrutinizing its impact on psychic distance between a corporate home country and a target region, and finding the optimal location for RMCs from the perspective of psychic distance. The objective of Chapter 2 has been to explore the drivers that boost the development of a subsidiary’s strategic role from an ordinary one to an RMC type of springboard within an MNC. The results evidence that the development of a springboard subsidiary role is a confluence of the following factors: (1) simultaneous positive change in a target region of expansion and negative change in a subsidiary’s home country that pushes its management to look for new opportunities; (2) location-specific advantages of a subsidiary that allow to develop unique subsidiary-specific capabilities; and (3) micro-political HQ-subsidiary negotiation processes as a result of a subsidiary’s management strong initiative taking, peculiarities of a MNC structure, and strong dependency of HQ on resources available to the subsidiary. The study contributes to the IB literature, proposing that the delegation of a role of springboard is not an intended top-down strategy formulated by the HQ, but rather an emergent one, provoked by an ensemble of factors, some of which are in the reach of a subsidiary’s management influence, and some out of its reach. The objective of Chapter 3 has been to explore how springboard subsidiaries affect psychic distance between the parent company and the target region affiliates. The findings suggest that the usage of springboard subsidiaries as RMCs results in a reduction of psychic distance between the parent company and target region affiliates due to (1) their intermediate psychic proximity towards both, the parent home country and the target region; and (2) their location outside the target region, which makes them uninvolved in intra-regional conflicts that often take place in neighbouring countries. The study contributes to the understanding of psychic distance as a non-continuous distance and proposes a conceptual model that posits: if a parent home country is point A, a springboard subsidiary is point B, and a target region is point C, the distance between a parent home country A and a target region C is bigger than the sum of distances AB (from parent home country to a springboard subsidiary country) and BC (from springboard subsidiary country to the target region). The objective of Chapter 3 has been to explore how springboard subsidiaries affect psychic distance between the parent company and the target region affiliates. The findings suggest that the usage of springboard subsidiaries as RMCs results in a reduction of psychic distance between the parent company and target region affiliates due to (1) their intermediate psychic proximity towards both, the parent home country and the target region; and (2) their location outside the target region, which makes them uninvolved in intra-regional conflicts that often take place in neighbouring countries. The study contributes to the understanding of psychic distance as a non-continuous distance, and proposes a conceptual model that posits: if a parent home country is point A, a springboard subsidiary is point B, and a target region is point C, the distance between a parent home country A and a target region C is bigger than the sum of distances AB (from parent home country to a springboard subsidiary country) and BC (from springboard subsidiary country to the target region). The managerial implications suggest that MNCs should revise their regional configuration, looking at the integrated network of their subsidiaries as a whole, instead of dividing it into regions based on geographic proximity, because the location for an RMC outside the geographic region can actually be more beneficial and may result in the reduction of psychic distance. The main limitation of this study is the methodological one. Although the choice of a single case study methodology is justified by the purpose of this study (a choice of a revelatory and exemplar case that allows for new theory building), there have been concerns whether this case is unique or rather exemplar. The study suggests further investigation to see whether the findings can be confirmed in other geographic settings. The objective of Chapter 4 has been to find optimal locations for RMCs that would minimize psychic distance between a corporate home country and a target region. Based on the dataset of 125 countries, with the variables taken from 12 consecutive years, the study suggests that Spain is the optimal RMC location between the European countries and the Latin American region, whereas France and Tunisia are the optimal RMC location between Europe and Maghreb region. The optimal location for RMCs between Southern and Eastern Europe would be Croatia, whereas Turkey would optimize distance between Europe and Middle East. No congruent results have been found for Asian region, which hints to the limitations of the proposed model. The research contributions of Chapter 4 are several. First, this study proposes an RMC location optimization model that includes ten psychic distance dimensions, chosen according to their relevance for RMC administrative tasks. Second, it applies evolutionary computation algorithm to compute differential weights for each of the dimensions. This endeavour has not been undertaken in the IB literature according to our best knowledge. Third, the applied weights suggest that the importance of formal institutions, such as political and economic development, as well as the presence of colonial links are more important than informal institutions, like culture, or even language and religion. Finally, it sheds critical light on the regionalization criteria based on geographic proximity and shared language, calling for more adequate regionalization clustering for the IB practitioners.

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Nnensa, George A. (George Andrew) Carleton University Dissertation Management Studies. "The use of subsidiary board of directors as a management control tool." Ottawa, 1995.

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Baart, Felix, and Frej Ericsson. "Management control of Swedish SMEs : Swedish small and medium-sized enterprises’ management control mechanisms in the Asian business environment." Thesis, Linköpings universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-131064.

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Background: The Swedish economy is dependent on exports as it represents 45% of the country's GDP. Simultaneously, Swedish exporting market shares are decreasing on a global scale. In the Swedish government's export strategy which is primarily aimed at Swedish SMEs, the goal is to benefit from future growth expected to originate from the Asian marketplace. The Asian region is expected to represent 44% of future economic growth until 2020, compared to 19% and 23% in Europe and North America respectively. More Swedish SMEs therefore need to enter the Asian market and in order to implement their strategies and operate efficiently, well-suited management control systems must be in place. Purpose: This study’s objective is to identify implemented features of management control systems in Swedish SMEs' located on the Asian marketplace, as to facilitate sustainable future market presence. Contribution: The study identifies several management control aspects which affect a successful establishment of Swedish SMEs on the Asian marketplace, through subsidiaries or strategic partnerships, namely control tightness, communication, budgeting, incentive systems, cultural controls, and end customer controls. The extent to how and when such mechanisms are efficient are dependent on several contingent factors relating to for example national culture, type of presence, and the industry in which the SMEs operate.

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Lau, Hoi-keung John, and 劉海強. "Motivation of middle management staff in property management company: a comparison between subsidiary companiesof a developer and independent management companies." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B45008930.

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Andersson, Maria. "Creating and sharing subsidiary knowledge within multinational corporations." Doctoral thesis, Uppsala : Uppsala University, 2003. http://www.loc.gov/catdir/toc/fy042/2003504668.html.

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Lau, Hoi-keung John. "Motivation of middle management staff in property management company : a comparison between subsidiary companies of a developer and independent management companies /." View the Table of Contents & Abstract, 2006. http://sunzi.lib.hku.hk/hkuto/record/B38027604.

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Books on the topic "Management of subsidiary"

Service, Canadian Forestry. Canada/Ontario Forest Management Subsidiary Agreement, 1978-1986. S.l: s.n, 1986.

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American Society of Corporate Secretaries. Subsidiary management: A guide for the corporate secretary. New York: American Society of Corporate Secretaries, 2003.

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Andersson, Maria. Creating and sharing subsidiary knowledge within multinational corporations. Uppsala: Dept. of Business Studies, Uppsala University, 2003.

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Andersson, Maria. Creating and sharing subsidiary knowledge within multinational corporations. Uppsala: Dept. of Business Studies, Uppsala University, 2003.

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Deacy, Claire. An investigation of the relationship between the subsidiary manager and the parent company. Dublin: University College Dublin, 1997.

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The multinational subsidiary: Management, economic development and public policy. Basingstoke, Hampshire: Palgrave Macmillan, 2003.

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Nohria, Nitin. Requisite complexity: Organizing headquarters-subsidiary relations in MNCs. Fontainebleau: INSEAD, 1990.

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Demirag, Istemihan Sefik. Foreign currency accounting and management evaluation of foreign subsidiary performance. Ann Arbor: UMI, 1990.

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Harnett, David F. The adaptation of Japanese organisational processes to Ireland. Dublin: University CollegeDublin, 1994.

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Michael, Goold, ed. Synergy: Why links between business units so often fail and how to make them work. Oxford: Capstone Publishing Limited, 1998.

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Book chapters on the topic "Management of subsidiary"

Nedopil, Christoph, Ulrich Steger, and Wolfgang Amann. "Subsidiary Management." In Managing Complexity in Organizations, 170–87. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-1-137-28570-6_9.

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Hilb, Martin. "Subsidiary Governance Case." In Management for Professionals, 77–81. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-48606-8_15.

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AbstractYou are the newly appointed Vice President for Europe of Computex Corporation, a San Francisco-based computer manufacturer.This morning you received a strange letter signed by six (out of ten) members of your sales force team in the recently established subsidiary, located in Gothenburg. They asked you to fire the General Manager of Computex Sweden “... who loses his temper almost daily...”

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Papanastassiou, Marina, and Robert Pearce. "Multinational Subsidiary Mandates." In The Palgrave Encyclopedia of Strategic Management, 1–7. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_356-1.

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Papanastassiou, Marina, and Robert Pearce. "Multinational Subsidiary Mandates." In The Palgrave Encyclopedia of Strategic Management, 1076–81. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_356.

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Betaraya, Dixit Manjunatha, Saboohi Nasim, and Joy Mukhopadhyay. "Modelling Subsidiary Innovation Factors for Semiconductor Design Industry in India." In Flexible Systems Management, 89–115. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-8929-9_7.

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Schmid, Stefan, and Andrea Daniel. "Subsidiary Roles, Perception Gaps and Conflict – A Social Psychological Approach." In Management der Internationalisierung, 183–202. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8797-6_7.

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Betaraya, Dixit Manjunatha, Saboohi Nasim, and Joy Mukhopadhyay. "Geographical Clustering and Quality of Subsidiary Innovation in a Developing Economy." In Flexible Systems Management, 49–61. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-8926-8_4.

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Baikovich, Avital. "Going Global? Strategizing Ideology and Practice in a Japanese Subsidiary." In Innovation and Change in Japanese Management, 119–38. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230250536_7.

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Harzing, Anne-Wil, Arndt Sorge, and Jan Paauwe. "Headquarters—subsidiary Relationships in Multinational Companies: A British—German Comparison." In Challenges for European Management in a Global Context, 96–118. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1057/9780230510180_5.

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Costello, Gabriel J., Brian Donnellan, Michael L. Ginn, Colm Rochford, Eoin Whelan, and Susanna Xu. "Innovation Management in a Multi-national Corporation’s Subsidiary of Ireland’s Evolving Knowledge Economy." In Practical Aspects of Knowledge Management, 25–36. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11944935_3.

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Conference papers on the topic "Management of subsidiary"

Yang, Li-mao, and Liang Tian. "Study of the synergy effect between the subsidiary company." In 2008 International Conference on Management Science and Engineering (ICMSE). IEEE, 2008. http://dx.doi.org/10.1109/icmse.2008.4668950.

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Alshehri, S. F., H. Fouli, and S. Ead. "Effect of a subsidiary pillar on local scour at a bridge pier." In RIVER BASIN MANAGEMENT 2013. Southampton, UK: WIT Press, 2013. http://dx.doi.org/10.2495/rbm130201.

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Xu, Meixin, Zhong Zhang, and Hailin Lan. "The Theoretical Framework of the Selection on Parent-Subsidiary Control Mechanism." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998856.

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Tao, Yu-Hui, and Lorna Uden. "The Perceived Values of Service Industry Innovation Research Subsidiary in Taiwan." In KMO '16: The 11th International Knowledge Management in Organizations Conference. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2925995.2926019.

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Quifors, Stefan, Torben Andersen, and Erling Rasmussen. "Global Talent Management in Scandinavian Multinational Enterprises In Singapore – A Subsidiary Perspective." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age – HRM&PD 2017. Global Science & Technology Forum (GSTF), 2017. http://dx.doi.org/10.5176/2251-2349_hrmpd17.45.

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Han Yue and Dai Yi-yun. "Research and exploration of coal enterprise management-control model in subsidiary view." In 2016 13th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2016. http://dx.doi.org/10.1109/icsssm.2016.7538530.

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Zhao, Fang, Yanjun Liu, Wei Zhang, Qiong Wu, and Linyue Hu. "Classical Cases Study on the Construction of City Subsidiary-Centers in Japan." In 2016 International Conference on Education, Management Science and Economics. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemse-16.2016.92.

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Yang, Jianhua, and Zhangang Hao. "Study on Spreading Effect of inside Resources in the Parent-Subsidiary Enterprise's System." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577148.

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Yang, Jianhua. "Analysis of enterprise resources diffused effect in the parent-subsidiary corporation's network system." In 2011 International Conference on Management Science and Industrial Engineering (MSIE). IEEE, 2011. http://dx.doi.org/10.1109/msie.2011.5707447.

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Cai, Huifen (Helen). "DETERMINATES OF SUBSIDIARY PRODUCT INNOVATION: FIRM CAPABILITIES AND HOST INSTITUTIONS IN CHINA." In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.04.03.04.

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Reports on the topic "Management of subsidiary"

Khasnabish, B., and E. Haleplidis. Forwarding and Control Element Separation (ForCES) Logical Functional Block (LFB) Subsidiary Management. Edited by J. Hadi Salim. RFC Editor, December 2015. http://dx.doi.org/10.17487/rfc7729.

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Elias, Emile, Caiti Steele, Kris Havstad, Kerri Steenwerth, Jeanne Chambers, Helena Deswood, Amber Kerr, et al. Southwest Regional Climate Hub and California Subsidiary Hub Assessment of Climate Change Vulnerability and Adaptation and Mitigation Strategies. United States. Department of Agriculture, August 2015. http://dx.doi.org/10.32747/2015.6879806.ch.

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In 2015, the Southwest and California Climate Hubs published a report describing the potential vulnerability of crops, forests and animal agriculture to climate-driven environmental changes. The exposure of specific sectors of the agricultural and forestry industries varies across the region because the Southwest is climatically and topographically diverse. There is also variability in the sensitivity of different systems to the effects of climate change. Most significantly, there is potential within agricultural and forestry systems to adjust to climate-related effects either through inherent resilience or through conservative management practices. The purpose of this report is to describe regional vulnerabilities to climate change and adaptive actions that can be employed to maintain the productivity of working lands in the coming decades.

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1993 Annual progress report for subsidiary agreement No. 2 (1991--1996) between AECL and US/DOE for a radioactive waste management technical co-operative program. Office of Scientific and Technical Information (OSTI), December 1993. http://dx.doi.org/10.2172/28244.

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