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Journal articles on the topic 'Subsidiary corporations'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

Shukran, Khaled, Mohammad Nazri, and Norizah Binti Mustamil. "Role of Subsidiary Autonomy and Embeddedness in Subsidiary Knowledge Development: Emerging Economy Perspective." Journal of Developing Areas 57, no. 3 (June 2023): 277–91. http://dx.doi.org/10.1353/jda.2023.a907747.

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ABSTRACT: This study examines the factors contributing to developing subsidiary knowledge in Malaysian foreign subsidiaries. Prior research on subsidiaries in multinational corporations has either concentrated on transferring knowledge from headquarters to subsidiaries or vice versa, ignoring the factors associated with subsidiary knowledge development through embedded relationship factors. Although embedded relations are essential for developing knowledge, the direction is most important for developing subsidiary knowledge. The significance of subsidiary knowledge development, subsidiary autonomy, and external and internal embeddedness has been poorly illuminated by prior research. This is because the perception of knowledge development is emphasized from the headquarters' perspective, while the subsidiary functions as a passive recipient. Using the resource-based and network theories, we argue that subsidiary development depends on the subsidiary's autonomy practice and the level of engagement or network relations between external and internal network partners. Our research shows that subsidiary autonomy and external embeddedness are the most significant predictors of subsidiary knowledge development. Internal embeddedness in subsidiary knowledge development is inconsistent with the theoretical assumptions for subsidiary autonomy and external embeddedness. In regression analysis, the survey results of 170 foreign-owned subsidiaries in Malaysia validate our hypotheses. According to the results of this study, subsidiary autonomy and external and internal embeddedness are the most significant predictors of subsidiary knowledge development. This study's findings have implications for subsidiary administrators in developing nations and multinational corporations. While subsidiaries are developing their knowledge, multinationals need to consider how much autonomy to offer them in this process. When subsidiaries are able to make independent decisions, embedded relationships will increase, and knowledge will be more likely to develop. This specific knowledge eventually contributes to the knowledge base of the MNE.

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2

Becker-Ritterspach, Florian, and Christoph Dörrenbächer. "Intrafirm Competition in Multinational Corporations: Towards a Political Framework." Competition & Change 13, no. 3 (September 2009): 199–213. http://dx.doi.org/10.1179/102452909x451332.

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Intrafirm competition is one of the most contentious issues in multinational companies (MNCs). It occurs when different subsidiaries of an MNC overlap with regard to products, markets or technologies and headquarters try to make use of this overlap by coercive comparisons. It also occurs when a subsidiary takes an initiative that challenges an existing mandate of another subsidiary. Despite the large potential for conflict in intrafirm competition, neither the literature on intrafirm competition nor the more extensive literature on subsidiary mandate change has paid systematic attention to the political dimension of intrafirm competition. Therefore, a political framework to study intrafirm competition is developed in this paper, drawing on classical organisational politics approaches. The focus of this framework is on core actors in intrafirm competition, i.e. headquarters and subsidiary executives, their interest-based strategies, and their interaction in micro-political games evolving around intrafirm competition.

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Beuselinck, Christof, Stefano Cascino, Marc Deloof, and Ann Vanstraelen. "Earnings Management within Multinational Corporations." Accounting Review 94, no. 4 (September 1, 2018): 45–76. http://dx.doi.org/10.2308/accr-52274.

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ABSTRACT Using a large sample of multinational corporations (MNCs), we examine the location of earnings management within the firm. We posit and find that MNCs manage their consolidated earnings through an orchestrated reporting strategy across subsidiaries over which they exert significant influence. Specifically, we find that headquarters' influence on subsidiary earnings management increases with the degree of subsidiary integration and the extent of earnings management opportunities. Most importantly, we provide evidence that MNCs exploit regulatory arbitrage opportunities arising from cross-country differences in institutional quality. We document that, in response to exogenous improvements in the quality of their home-country institutions, MNCs rebalance their reporting strategies by clustering earnings management in subsidiaries from countries with more lenient regulations. Taken together, our findings yield important insights on the drivers of earnings management location within the firm and highlight the need for better cross-country coordination in regulatory design. JEL Classifications: F23; G15; G34; G38; M41; M48.

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4

Alias, Jamsari, and Norazila Mat. "Adaptation In Knowledge Transfer Within MNC Subsidiary Episodes." International Journal of Religion 5, no. 10 (July 4, 2024): 3054–63. http://dx.doi.org/10.61707/1pmdkj05.

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With the advent of multinational corporations (MNCs), it is more important than ever to understand how parent companies oversee their subsidiaries' activities and transfer knowledge to them. Japanese corporations have led the way in this field, employing approaches such as the Toyota Production System (TPS) to transfer the Japanese manufacturing ethos while maintaining quality and control in their international operations. While much has been said about the process of transferring Japanese manufacturing capabilities, little is understood about how these processes. Thus, a complete qualitative investigation was done in the Japanese multinational's subsidiary, which included three significant manufacturing initiatives (or philosophies): "TPS," "TPM," and "TS." Case data were acquired using 52 in-depth interviews with project participants, documentation, and moderate-participant observations. Using the subsidiary's procedures, forming the complete process, and, most importantly, utilizing and developing episodes in snapshots to comprehend the process, we gain a better grasp of knowledge transfer. This article further elaborates how adaptation is a major element in episodic knowledge transfer.

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Schultz, Thomas D., and Kyle Scott. "Puerto Rico: The Evolution of America's Corporate Tax Haven." ATA Journal of Legal Tax Research 12, no. 1 (March 1, 2014): 17–40. http://dx.doi.org/10.2308/jltr-50746.

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ABSTRACT We examine the taxation of corporate income earned in the Commonwealth of Puerto Rico and how the repeal of the possession tax credit available under Internal Revenue Code (IRC) §936 resulted in many U.S. companies converting former possessions corporations into controlled foreign corporations. Although Puerto Rico is a U.S. territory, the conversions highlight that corporations organized under the laws of the Commonwealth generally are foreign corporations for U.S. tax purposes. A U.S. Senate Subcommittee reports Microsoft Corporation shifted offshore the recognition of nearly one-half of its U.S. net retail sales revenue for the period 2009–2011 by transferring intellectual property rights to a controlled subsidiary in Puerto Rico. We find that the corresponding U.S. tax benefits are significant compared to the credits once claimed under IRC §936, and over 20 percent of Standard & Poor's (S&P) 500 firms were in a similar position to avoid federal taxation by shifting income between political subdivisions of the United States.

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6

LiTrond Randøy, Jiatao, and Trond Randøy. "Resource Flows within Multinational Corporations: Implications for Subsidiary Strategy." Journal of International Business and Economy 3, no. 1 (December 1, 2002): 25–46. http://dx.doi.org/10.51240/jibe.2002.1.2.

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Built on the network conceptualization of the multinational corporation (MNC) in the literature, this paper explores three sets of intra-MNC resource flows that facilitate global integration: capital, knowledge, and product flows. By considering both the direction and intensity of the resource flows, this paper presents a framework for analyzing the strategic roles of foreign subsidiaries. We explore this framework with data on U.S. subsidiaries of foreign companies in 46 manufacturing and service industries and 24 MNC home countries. Differences in subsidiary roles are analyzed along two dimensions: the extent to which the subsidiary is a provider of resources to, or a user from, the MNC network. The results provide strong support for differentiated subsidiary roles in relation to the direction and intensity of intra-MNC resource flows. This framework provides managers with better understanding of global integration across subsidiaries.

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7

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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Kim, Chan Bok, Seong-Jin Choi, and Luyao Zhang. "Determinants of Staff Localization in Headquarters-Subsidiary-Subsidiary Relationships." Sustainability 14, no. 1 (December 27, 2021): 249. http://dx.doi.org/10.3390/su14010249.

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This paper investigates how cultural distance, the local experience of a foreign subsidiary, and the intensity of local competition jointly affect the staff localization of MNEs’ subsidiaries. While previous studies on the effects of cultural distance have mainly focused on the gap between home and host countries, we extend the existing “home-host” country perspective to the home-intermediary-host country relationship. This study regards Korea as an intermediary country and utilizes 520 observations from a unique survey conducted by the Export-Import Bank of Korea from 2006 to 2013. The results suggest that the impact of cultural distance on staff localization is a function of local experience and competitive environment in the home-intermediate-host relationship structure. This paper makes a theoretical contribution to our understanding of the behavior of multinational corporations by expanding the cultural distance perspective between the home and host countries explored in previous research to the home-subsidiary-subsidiary structure.

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9

Dörrenbächer, Christoph, and Mike Geppert. "Subsidiary staffing and initiative‐taking in multinational corporations." Personnel Review 39, no. 5 (August 3, 2010): 600–621. http://dx.doi.org/10.1108/00483481011064163.

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10

Hofstetter, Karl. "Parent Responsibility for Subsidiary Corporations: Evaluating European Trends." International and Comparative Law Quarterly 39, no. 3 (July 1990): 576–98. http://dx.doi.org/10.1093/iclqaj/39.3.576.

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11

Erramilli, M. Krishna. "Nationality and Subsidiary Ownership Patterns in Multinational Corporations." Journal of International Business Studies 27, no. 2 (June 1996): 225–48. http://dx.doi.org/10.1057/palgrave.jibs.8490133.

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12

Krishnan, Rishikesha T. "Subsidiary Initiative in Indian Software Subsidiaries of MNCs." Vikalpa: The Journal for Decision Makers 31, no. 1 (January 2006): 51–72. http://dx.doi.org/10.1177/0256090920060105.

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In this paper, the author investigates intrapreneurship in software subsidiaries of multinational corporations in India using an analogous concept—subsidiary initiative— that has been used in the international business literature. Subsidiary initiative is a discrete, proactive undertaking by an operational unit situated outside the home country that advances a new way for the corporation to use or expand its resources. Based on an analysis of published case studies written on the Indian software subsidiaries of Motorola, Philips, and Siemens, the author finds that subsidiary initiative played a visible role in obtaining business at the early stages of the subsidiary�s evolution when organizational credibility was lacking and the liability of the country of origin had to be overcome. Subsidiary initiative is also critical if the subsidiary wishes to reposition itself in its market, i.e., in the network of the multinational parent. Barriers to subsidiary initiative include the following: administrative heritage of the subsidiary difficulties in the evaluation of business potential lack of funds to develop new capabilities the attrition of qualified people. Moving to a higher position on the value curve is impeded by the nature of past relationships with internal customers and the strong bargaining position of these customers. These barriers are accentuated by asymmetries in the flexibility allowed to product divisions and subsidiaries. High levels of subsidiary initiative are associated with low levels of integration and high levels of autonomy. This is contrary to earlier research done on multinational subsidiaries in the developed country context. The author proposes that the explanation for this contrast lies in the different contexts in which these subsidiaries operate. Specifically, subsidiary initiative in the Indian context is an outcome of subsidiary managers seeking to cope with the environment in which they operate.The distinctive features of this environment include: the pressure of retaining and motivating engineers with multiple career options pressures from the media and wider social expectations a desire to control one�s destiny when there is a realization that India�s time has come. The author also finds a new trend in the organizational arrangements of software subsidiaries within multinationals in that some multinational parents are allowing subsidiaries to chart their own destiny in return for dilution of a part (or whole) of their stake in the subsidiary. Based on this trend, he proposes a new model titled ‘Competitiveness for Growth Opportunities’ for the subsidiary-parent relationship to replace the existing ‘Loyalty for Security in the MNC Network’ model. In conclusion, the author argues that more multinational corporations will have to shift to this new model to achieve the level of agility required to compete in an era of rapid changes in technology and enhanced competition.

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13

Silva, Pedro, and António Carrizo Moreira. "Subsidiary survival: a case study from the Portuguese electronics industry." Review of International Business and Strategy 29, no. 3 (September 2, 2019): 226–52. http://dx.doi.org/10.1108/ribs-10-2018-0094.

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Purpose The existing literature suggests that multinational corporations (MNCs) divest subsidiary units whenever they cease to enjoy the advantages of ownership, location or internalization. However, not all MNCs divest under these conditions. This paper aims to explore the factors that contributed to the survival of a particular subsidiary and prevented it from being divested. Design/methodology/approach The analysis focuses on an individual subsidiary of a large foreign MNC in the electronics industry, which divested other subsidiaries from Portugal. Data were collected using semi-structured interviews. Findings The subsidiary’s diverse customer base, specificity and high level of efficiency, the local advantages, the existing governmental agreements and the parent MNC’s previous unsuccessful relocation experiences seem to have contributed to the survival of the subsidiary. Research limitations/implications Although the results of the case study are not generalizable to the entire population of firms, the featured case study is a rare survival success story in the Portuguese electronics industry. Practical implications The proposed framework may offer public authorities measures to create conditions to encourage firms to retain their investment in a particular site. For corporate strategists, new perspectives on subsidiary survival are provided. Originality/value This paper is one of the few qualitative studies in the field of subsidiary survival. The results offer an integrative framework on which factors contribute to the survival of a subsidiary located on a comparatively unfavorable labor cost location and support the role of the organizational learning and of previous failed relocation experiences and relocation barriers when a parent MNC decides whether to retain a unit.

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14

Lefkoff, Kyle. "University Spin-off Corporations at the University of Colorado." Industry and Higher Education 5, no. 2 (June 1991): 92–96. http://dx.doi.org/10.1177/095042229100500206.

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The author uses the case of Displaytech, Inc to illustrate the selection, formation and structure of successful university spin-off corporations at the University of Colorado Foundation. He highlights the key factors that have contributed to the success of University Research Corporation, a for-profit subsidiary set up by the Foundation to deal with equity and royalty income from spin-off ventures. Still using the case of Displaytech as an example, the author also explores the risks involved in university-sponsored new ventures. Advice is offered on corporate structure, reward systems, attainment of consensus, protection against liability, and equities and royalties.

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15

Mozheiko, Sergei, and Kristian J. Sund. "Managing the Dual Business Model Trade-off in Multinational Corporations." Journal of Business Models 12, no. 3 (May 26, 2024): 42–52. http://dx.doi.org/10.54337/jbm.v12i3.8471.

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When a multinational operates different business models in different markets, a trade-off typically exists between local-market adaptations and cross-market economies of scale and scope. How do country managers navigate these trade-offs and the tensions inherent in developing and operating such dual business models? In this short paper we explore how a local subsidiary can innovate its business model in a way that creates alignment with the local market while respecting the larger corporate structure. We study the Chinese subsidiary of Velux, a multinational window manufacturer, that has transformed its business model from simple production to engineering, and further to modular solutions. We show that by respecting both the corporate strategic mission and the corporate culture, in combination with avoiding any direct challenge to the core corporate business model, the subsidiary has bypassed the tensions commonly observed with dual business models.

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16

Kostova, Tatiana, Phillip C. Nell, and Anne K. Hoenen. "Understanding Agency Problems in Headquarters-Subsidiary Relationships in Multinational Corporations: A Contextualized Model." Journal of Management 44, no. 7 (May 2, 2016): 2611–37. http://dx.doi.org/10.1177/0149206316648383.

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This paper proposes an agency model for headquarters-subsidiary relationships in multinational organizations with headquarters as the principal and the subsidiary as the agent. As a departure from classical agency theory, our model is developed for the unit level of analysis and considers two root causes of the agency problem—self-interest and bounded rationality. We argue that in the organizational setting, one cannot assume absolute self-interest and perfect rationality of agents (subsidiaries) but should allow them to vary. We explain subsidiary-level variation through a set of internal organizational and external social conditions in which the headquarters-subsidiary agency dyad is embedded. We then discuss several agency scenarios reflecting various levels of self-interest and rationality that lead to different manifestations of the agency problem. The proposed framework can inform more relevant applications of the agency perspective in organizational studies and motivate future research.

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Gorgijevski, Alexander N., Christine Holmström Lind, and Katarina Lagerström. "Subsidiary strategic influence: the role of subsidiary attention-building activities." Management Decision 60, no. 13 (March 14, 2022): 48–65. http://dx.doi.org/10.1108/md-05-2021-0594.

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PurposeBy the view of attention-building activities as “tools of power,” the authors investigate the impact of subsidiary involvement in attention-building activities on the strategic influence of subsidiaries within multinational corporations (MNCs).Design/methodology/approachThe study is based on survey data from 110 international subsidiaries located in Sweden. Five hypotheses were tested using structural equation modeling with linear structural relations.FindingsThe study shows that organizational commitment and external scouting activities, as two attention-building activities, do not directly affect the ability of subsidiaries to gain a strategic influence in MNCs. Rather, the results provide support for the importance of headquarters’ positive attention as a mediator between such activities and subsidiary strategic influence. This implies that subsidiaries do not receive any strategic influence through these activities unless they receive explicit positive attention from the corporate headquarters.Originality/valueThis study contributes to the micro-political view of the MNC by offering insights into the impact of attention-building activities of subsidiaries as a potential source of strategic influence for MNC subsidiaries.

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18

Zhang, Wenying. "Liability of the Parent Company of MNEs for the Debts of Its Subsidiaries." Journal of Education, Humanities and Social Sciences 1 (July 6, 2022): 13–19. http://dx.doi.org/10.54097/ehss.v1i.623.

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In the context of today's global economic development environment, the most basic and widely adopted internal organizational structure of multinational companies, as the most important economic entities in the process of continuous expansion, is in the form of parent and subsidiary companies. Under this structure, the parent and subsidiary of a multinational corporation are legally separate legal persons, while in practice the subsidiary is often under the integrated control of the foreign parent company based on the global strategy. The contradiction between this form of law and physical control makes it highly likely that MNEs will pursue their global strategies while circumventing their legal responsibilities and infringing on the interests of subsidiaries, their creditors, and even the host country. Therefore, how to deny the independent legal personality of the subsidiary in a timely manner, so that the parent company of the multinational company can bear the debt liability of the subsidiary in a specific situation, deserves in-depth study. China has not made a limited principle exception to the issue of the liability of the parent and subsidiary of multinational companies under specific circumstances so in practice, some multinational companies maliciously take advantage of the gap in China's legal system to avoid liability. Therefore, through the in-depth discussion of the principle of responsibility and the comparative study of the time of various countries, China should formulate relevant legal systems in line with China's national conditions and the current world economic situation as soon as possible, so as to effectively regulate the behavior between the parent and subsidiary companies of multinational corporations and better protect the legitimate interests of multinational subsidiaries and their creditors in China.

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Gupta, Anil K., Vijay Govindarajan, and Ayesha Malhotra. "FEEDBACK-SEEKING BEHAVIOR OF SUBSIDIARY PRESIDENTS IN MULTINATIONAL CORPORATIONS." Academy of Management Proceedings 1996, no. 1 (August 1996): 151–55. http://dx.doi.org/10.5465/ambpp.1996.4979602.

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20

Song, Jaeyong. "Subsidiary absorptive capacity and knowledge transfer within multinational corporations." Journal of International Business Studies 45, no. 1 (January 2014): 73–84. http://dx.doi.org/10.1057/jibs.2013.55.

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21

Dörrenbächer, Christoph, and Jens Gammelgaard. "Multinational corporations, inter-organizational networks and subsidiary charter removals." Journal of World Business 45, no. 3 (July 2010): 206–16. http://dx.doi.org/10.1016/j.jwb.2009.12.001.

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22

Williams, Christopher. "Subsidiary-level determinants of global initiatives in multinational corporations." Journal of International Management 15, no. 1 (March 2009): 92–104. http://dx.doi.org/10.1016/j.intman.2008.03.002.

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23

Blumentritt, Timothy P., and Douglas Nigh. "The Integration of Subsidiary Political Activities in Multinational Corporations." Journal of International Business Studies 33, no. 1 (March 2002): 57–77. http://dx.doi.org/10.1057/palgrave.jibs.8491005.

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BIRKINSHAW, JULIAN. "ENTREPRENEURSHIP IN MULTINATIONAL CORPORATIONS: THE CHARACTERISTICS OF SUBSIDIARY INITIATIVES." Strategic Management Journal 18, no. 3 (March 1997): 207–29. http://dx.doi.org/10.1002/(sici)1097-0266(199703)18:3<207::aid-smj864>3.0.co;2-q.

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Wang, Sheng, Tony W. Tong, Guoli Chen, and Hyondong Kim. "Expatriate Utilization and Foreign Direct Investment Performance: The Mediating Role of Knowledge Transfer†." Journal of Management 35, no. 5 (December 22, 2008): 1181–206. http://dx.doi.org/10.1177/0149206308328511.

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Multinational corporations (MNCs) often assign expatriate executives overseas to transfer knowledge, yet prior research has not specifically examined the utilization of expatriates as a strategic resource to facilitate knowledge transfer and enhance foreign direct investment performance. Drawing from the resource-based view of the firm and the international strategy literature, the authors argue that assignment of particular expatriates to the subsidiary will enhance subsidiary performance and that the knowledge transferred into the subsidiary through expatriates will mediate this relationship. Results based on MNCs’ subsidiaries in China showed that using expatriates with motivation and adaptability for knowledge transfer enhanced subsidiary performance and that this relationship was mediated by knowledge transferred into the subsidiary; using expatriates with technical skills did not directly affect subsidiary performance but had an indirect effect on performance via knowledge transferred into the subsidiary. They also discuss the implications of their findings for the resource-based view of the firm and international strategy research.

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Aßländer, Michael S., and Janina Curbach. "Corporate or Governmental Duties? Corporate Citizenship From a Governmental Perspective." Business & Society 56, no. 4 (July 27, 2016): 617–45. http://dx.doi.org/10.1177/0007650315585974.

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Recent discussions on corporate citizenship (CC) highlight the new political role of corporations in society by arguing that corporations increasingly act as quasi-governmental actors and take on what hitherto had originally been governmental tasks. By examining political and sociological citizenship theories, the authors show that such a corporate engagement can be explained by a changing (self-)conception of corporate citizens from corporate bourgeois to corporate citoyen. As an intermediate actor in society, the corporate citoyen assumes co-responsibilities for social and civic affairs and actively collaborates with fellow citizens beyond governmental regulation. This change raises the question of how such corporate civic engagement can be aligned with public policy regulations and how corporate activities can be integrated into the democratic regime. To clarify the mode of CC contributions to society, the authors will apply the tenet of subsidiarity as a governing principle which allows for specifying corporations’ tasks as intermediate actors in society. By referring to the renewed European Union strategy for Corporate Social Responsibility, the authors show how such a subsidiary corporate-governmental task-sharing can be organized.

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Gurkov, Igor, and Zokirshon Saidov. "Communications between managers of manufacturing units of multinational corporations." International Journal of Organizational Analysis 25, no. 5 (November 6, 2017): 894–908. http://dx.doi.org/10.1108/ijoa-12-2016-1097.

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Purpose The paper identifies the factors that shape the intensity and perceived effectiveness of communications between heads of manufacturing units of multinational corporations (MNCs). Design/methodology/approach The paper is based on a survey of heads of MNCs’ manufacturing subsidiaries in Russia. Findings The authors found that the intensity of most inter-unit communication channels depends on the speed and magnitude of the changes experienced by manufacturing subsidiaries in products and production technologies. The assessment of the efficiency of a communication channel with high media richness strongly correlates to the intensity of its use. Practical implications Subsidiary managers are quickly mastering most easy-to-use channels (i.e. e-mail exchange, talking on the phone, reading corporate magazines) by themselves, but are minimizing their participation in time-consuming activities (i.e. corporate-wide and special conferences, arranging informal meetings with foreign peers) unless they have to manage rapid changes in products and production technologies. Thus, to intensify the voluntary use of inter-unit channels with high media richness, headquarters should instill in subsidiary managers the value of cooperation between manufacturing units. Moreover, the effectiveness of inter-unit channels with high media richness should be properly demonstrated to subsidiary managers to assuage their initial reluctance. Originality/value This paper presents communications between manufacturing units of multinational corporations not as the transfer of abstract knowledge but as routine processes of exchange of detailed information on valuable improvements of the existing practices and solutions to technical and organizational problems common in facility development and mastering new products.

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Wang, Lei, and Chun Zhang. "Do emerging market multinational corporations headquarter-subsidiary relationships foster subsidiary innovation and performance in developed markets?" Industrial Marketing Management 114 (October 2023): 47–63. http://dx.doi.org/10.1016/j.indmarman.2023.07.006.

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Bai, Guiyu, Jing Zhao, and Peng Xu. "How do executives’ synergistic allocation and organizational slack drive enterprise technological innovation?" PLOS ONE 17, no. 10 (October 13, 2022): e0276022. http://dx.doi.org/10.1371/journal.pone.0276022.

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Enterprise group is an important promoter to break the segmentation and achieve economies of scale. Technological innovation within the group is the key to improving market competitiveness, which has attracted common attention from academia and practitioners, but the decision-making mechanism of technology innovation in subsidiary is still needed. Based on the background of Chinese enterprises, through empirical analysis of panel data of 773 listed manufacturing companies for 5 consecutive years, we found: Parent-subsidiary executives’ synergistic allocation has a positive impact on the technological innovation of subsidiary; Parent-subsidiary executives’ synergistic allocation has a positive impact on the organizational slack of the subsidiary; The positive effect of executives’ synergistic allocation in parent-subsidiary corporations on the technological innovation of the subsidiary is realized by increasing organizational slack; Compared with private enterprise group, the positive influence of parent-subsidiary executives’ synergistic allocation on the technological innovation of subsidiary in state-owned enterprise groups is weaker; The longer the executive tenure is, the weaker the positive impact of organizational slack on technological innovation of subsidiary will be. On the one hand, this study enriches the theoretical research of technological innovation decision-making motivation; on the other hand, it provides empirical thinking for the improvement of parent-subsidiary executive collaborative governance mechanism and the improvement of governance efficiency.

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Chung, Hyuck David, Chuyue Jin, and Jaeyong Song. "R&D Collaboration and Subsidiary Exploration in Multinational Corporations." Academy of Management Proceedings 2018, no. 1 (August 2018): 14919. http://dx.doi.org/10.5465/ambpp.2018.14919abstract.

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Drogendijk, Rian HJ, Hammad Ul Haq, and Desiree Blankenburg Holm. "Headquarters’ Attention, Subsidiary Voice and Strategic Change in Multinational Corporations." Academy of Management Proceedings 2017, no. 1 (August 2017): 15507. http://dx.doi.org/10.5465/ambpp.2017.15507abstract.

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Suh, Jung-Hyun, Shige Makino, and Siva Ramakrishna Devarakonda. "Internal Social Aspirations, Expectations, and Multinational Corporations’ Subsidiary Exit Decisions." Academy of Management Proceedings 2021, no. 1 (August 2021): 12733. http://dx.doi.org/10.5465/ambpp.2021.12733abstract.

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Birkinshaw, Julian. "The Determinants and Consequences of Subsidiary Initiative in Multinational Corporations." Entrepreneurship Theory and Practice 24, no. 1 (October 1999): 9–36. http://dx.doi.org/10.1177/104225879902400102.

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Andersson, Ulf, Mats Forsgren, and Torben Pedersen. "Subsidiary performance in multinational corporations: the importance of technology embeddedness." International Business Review 10, no. 1 (February 2001): 3–23. http://dx.doi.org/10.1016/s0969-5931(00)00042-1.

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Zhang, Feng, Guohua Jiang, and John A. Cantwell. "Subsidiary exploration and the innovative performance of large multinational corporations." International Business Review 24, no. 2 (April 2015): 224–34. http://dx.doi.org/10.1016/j.ibusrev.2014.07.014.

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Jessop, Anna, Nicole Wilson, Michal Bardecki, and Cory Searcy. "Corporate Environmental Disclosure in India: An Analysis of Multinational and Domestic Agrochemical Corporations." Sustainability 11, no. 18 (September 5, 2019): 4843. http://dx.doi.org/10.3390/su11184843.

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The existing corporate environmental disclosure (CED) research focuses primarily on large companies operating in a single jurisdiction, leaving a gap of knowledge regarding the subsidiary operations of multinational corporations. In this study, consolidated narrative interrogation (CONI) is used to quantify CEDs presented in annual and stand-alone sustainability reports published over a 15-year span between 2002 and 2016 by agrochemical companies operating in India. Results show that the diversity, the quantity, and the quality of CED vary significantly, but generally each of them has been improving over time—most notably following the revisions to the Companies Act in 2013. The study finds that the subsidiaries of multinational agrochemical corporations implemented CED practices more strongly associated with those of domestic companies than those found in the reports produced by their parent companies. The CED of both subsidiary and domestic companies appears to reflect concerns of local legitimacy.

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Lestari, Hesty Diyah. "CREDITOR PROTECTION WITHIN CORPORATE GROUP INSOLVENCY." Mimbar Hukum - Fakultas Hukum Universitas Gadjah Mada 25, no. 1 (April 3, 2013): 123. http://dx.doi.org/10.22146/jmh.16104.

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Creditors of corporations in corporate groups are in a vulnerable position when the corporations become insolvent. The application of separate entity and limited liability principles makes the liability of the parent company for the debts of its subsidiary is limited to the amount of its shareholding in the subsidiary, even though in the commercial reality corporate groups are design for the interests of the group as a whole. The existing law in Indonesia has not provided adequate safeguards to creditors’ interests. Kreditor perseroan pada perusahaan grup berada pada posisi yang rentan apabila perseroan menjadi pailit. Penerapan prinsip badan tersendiri dan tanggung jawab terbatas menjadikan tanggung jawab induk perusahaan pada utang anak perusahaannya dibatasi sejumlah kepemilikan sahamnya pada anak perusahaan, meskipun pada kenyataannya perusahaan grup didesain untuk kepentingan grup secara keseluruhan. Hukum yang berlaku di Indonesia saat ini belum memberikan perlindungan yang memadai bagi kepentingan para kreditor.

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Faems, Dries, Brenda Bos, Florian Noseleit, and Bart Leten. "Multistep Knowledge Transfer in Multinational Corporation Networks: When Do Subsidiaries Benefit From Unconnected Sister Alliances?" Journal of Management 46, no. 3 (September 6, 2018): 414–42. http://dx.doi.org/10.1177/0149206318798037.

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In this paper, we explore under which conditions subsidiaries of multinational corporations can benefit from the external networks of sister subsidiaries in terms of new knowledge generation. We focus on the phenomenon of unconnected sister alliances—that is, alliances of sister subsidiaries with whom the focal subsidiary lacks a recent history of internal R&D collaboration. Whereas unconnected sister alliances provide knowledge recombination opportunities for the focal subsidiary, realizing them is challenging because of particular knowledge transfer frictions. In this paper, we theorize on how particular conditions (i.e., headquarters proximity, knowledge overlap, size of focal subsidiary’s own alliance network) influence the strength of these frictions, resulting in hypotheses on how these conditions moderate the relationship between the number of unconnected sister alliances and the generation of new knowledge by focal subsidiaries. We rely on a panel data set of 2,258 R&D subsidiaries belonging to 118 firms in the pharmaceutical industry to empirically test our hypotheses. Jointly, our findings enrich our current theoretical understanding of how different types of external linkages and their interactions shape subsidiaries’ generation of new knowledge. We also illuminate the opportunities and challenges that multistep knowledge transfer processes entail.

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Stephens, Beth. "Remarks by Beth Stephens." Proceedings of the ASIL Annual Meeting 113 (2019): 166–67. http://dx.doi.org/10.1017/amp.2019.169.

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Mechanisms to hold corporations liable for human rights abuses are usually grossly inadequate. All too often, local remedies are not available because the host government and legal system are inadequate or captured by corporate interests. The subsidiary directly responsible for the abuses may not have the funds to provide an adequate remedy, and the parent corporation may not be subject to the jurisdiction of local courts. As a result, victims and survivors of abuses have attempted to follow corporate actors to their home states, through human rights litigation in U.S. and European courts. Although such litigation flourished in U.S. courts for two decades, recent Supreme Court decisions have slashed the number of U.S. human rights cases.

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Frenkel, Stephen J., and Carol Royal. "Corporate-Subsidiary Relations, Local Contexts and Workplace Change in Global Corporations." Relations industrielles 53, no. 1 (1998): 154. http://dx.doi.org/10.7202/005277ar.

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Michailova, Snejina, and Zaidah Mustaffa. "Subsidiary knowledge flows in multinational corporations: Research accomplishments, gaps, and opportunities." Journal of World Business 47, no. 3 (July 2012): 383–96. http://dx.doi.org/10.1016/j.jwb.2011.05.006.

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42

Ando, Naoki. "The effect of localization on subsidiary performance in Japanese multinational corporations." International Journal of Human Resource Management 25, no. 14 (February 5, 2014): 1995–2012. http://dx.doi.org/10.1080/09585192.2013.870289.

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Sartor, Michael A., and Paul W. Beamish. "Private Sector Corruption, Public Sector Corruption and the Organizational Structure of Foreign Subsidiaries." Journal of Business Ethics 167, no. 4 (April 4, 2019): 725–44. http://dx.doi.org/10.1007/s10551-019-04148-1.

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AbstractCorporate anti-corruption initiatives can make a substantial contribution towards curtailing corruption and advancing efforts to achieve the United Nations’ Sustainable Development Goals. However, researchers have observed that underdeveloped assumptions with respect to the conceptualization of corruption and how firms respond to corruption risk impeding the efficacy of anti-corruption programs. We investigate the relationship between the perceived level of corruption in foreign host countries and the organizational structure of subsidiary operations established by multinational corporations (MNCs). Foreign host market corruption is disaggregated into two components—private and public corruption. We employ an uncertainty-based perspective grounded in transaction cost theory to focus upon the distinct mechanisms through which private and public corruption can each be expected to impact a foreign subsidiary’s organizational structure [wholly-owned subsidiary (WOS) or a joint venture (JV) with a local partner]. We expect that each type of corruption fosters a different type of uncertainty (environmental or behavioral) which predominates in shaping the MNC’s choice of foreign subsidiary investment structure. Hypotheses are developed and tested with a sample of 187 entries into 19 foreign host markets. Each type of corruption was found to exert a distinct effect upon the organizational structure of foreign subsidiaries. More precisely, while heightened perceived levels of public corruption were found to motivate MNCs to invest through a JV with a local partner rather than a WOS, more pronounced private corruption precipitated the opposite outcome.

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Johnston, Stewart, and Bulent Menguc. "Subsidiary size and the level of subsidiary autonomy in multinational corporations: a quadratic model investigation of Australian subsidiaries." Journal of International Business Studies 38, no. 5 (September 2007): 787–801. http://dx.doi.org/10.1057/palgrave.jibs.8400294.

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Kirichenko, Tatiana, Alexey Komzolov, Olga Kirichenko, Anastasiya Kosminova, Marina Smolenkova, Violetta Minasyan, Olga Mikhailova, Anastasiya Sarycheva, Dilyara Akchurina, and Irina Kiseleva. "Modern international trends in taxation of transnational corporations: assessment of efficiency and consequences of applying methodological approaches to the budget." Налоги и налогообложение, no. 1 (January 2023): 27–39. http://dx.doi.org/10.7256/2454-065x.2023.1.38418.

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The object of the study is transnational corporations. That is, companies that operate and have legal entities in various jurisdictions, which allows them to transfer the corporate tax base – profit to jurisdictions with minimal corporate tax. The transfer is carried out through the use of intra-group transfer prices. The subject of the study is current trends, ideas and international efforts in the taxation of multinational corporations. Both such trends themselves were investigated, and a computational experiment was conducted to assess the applicability of a possible methodology for calculating the profit tax of a subsidiary of such a corporation in Russia and the possible consequences for the budget from its application. The main conclusions of the study are as follows: at present, an international consensus is gradually being formed that the total profit of a transnational corporation should be distributed in a reasonable and fair way among the countries of its activities, an understanding of the need to consolidate such an order at the international level is being formed; however, no single understanding of approaches to taxation of transnational corporations, nor a single methodology capable of implementing them in practice. The scientific novelty is the author's reduction of the principle of tax neutrality from the classical principle of tax neutrality. In addition, the contribution of the authors is to demonstrate the fundamental efficiency of one of these methods by the example of calculating indicators based on open reporting data of a particular organization, as well as the consequences of using such a methodology for the budget.

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K. Jain, Naveen, Prashant Srivastava, and Deborah L. Owens. "Leader-member exchange and resource accessibility of subordinates." Leadership & Organization Development Journal 35, no. 6 (July 29, 2014): 494–512. http://dx.doi.org/10.1108/lodj-09-2012-0112.

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Purpose – The purpose of this paper is to develop a framework for leader-member exchange (LMX) in the context of global integration strategy of multinational corporations (MNCs). Further, an interaction effect of leader's network centrality and leader's alignment with MNC policies on LMX and resource accessibility is proposed. Design/methodology/approach – The paper begins with the notion that different departments in a subsidiary of an MNC are likely to have different requirements for integration within the MNC network. This paper extends the literature by suggesting that employees working in the same department of a subsidiary of an MNC are likely to have different perception of the degree of integration of their subsidiary with other nodes in the MNC network. Findings – The paper posits that employees forming the “in-group” of a subsidiary leader are more likely to perceive their subsidiary as more integrated than the “out-group” employees; contribute more by way of knowledge transfer than the “out-group” employees; and perform better than the “out-group” employees, because of the moderating effect of leader's network centrality on the relationship between LMX and resource accessibility. Research limitations/implications – The research has implications for the role of subsidiary leaders in shaping the perceptions of their subordinates toward the global integration strategy of an MNC. Originality/value – The study fills a gap by integrating the LMX and MNC global integration strategy literatures and proposing the existence of perceptual differences, even at subordinate level.

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Minho Kim and 오한모. "The Effects of Entry Timing on Subsidiary Survival:Evidence from Korean Multinational Corporations." Journal of International Trade & Commerce 9, no. 7 (December 2013): 785–803. http://dx.doi.org/10.16980/jitc.9.7.201312.785.

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Monteiro, L. Felipe, Niklas Arvidsson, and Julian Birkinshaw. "Knowledge Flows Within Multinational Corporations: Explaining Subsidiary Isolation and Its Performance Implications." Organization Science 19, no. 1 (February 2008): 90–107. http://dx.doi.org/10.1287/orsc.1070.0264.

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Ahlvik, Catarina, Adam Smale, and Jennie Sumelius. "Aligning corporate transfer intentions and subsidiary HRM practice implementation in multinational corporations." Journal of World Business 51, no. 3 (April 2016): 343–55. http://dx.doi.org/10.1016/j.jwb.2015.04.003.

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Yang, Yu, and Wen Dong. "Global energy networks: Insights from headquarter subsidiary data of transnational petroleum corporations." Applied Geography 72 (July 2016): 36–46. http://dx.doi.org/10.1016/j.apgeog.2016.05.003.

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