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Literatura académica sobre el tema "Headquarter-subsidiary relationships"
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Artículos de revistas sobre el tema "Headquarter-subsidiary relationships"
Tsai, Timothy P., J. F. Yu, J. Stracener y F. C. Wang. "Delivery Quality Product in Value Chain: A Case Study to Rebuild Broken Quality System in Piecewise Organization". Advanced Materials Research 44-46 (junio de 2008): 835–44. http://dx.doi.org/10.4028/www.scientific.net/amr.44-46.835.
Texto completoJuettner, Uta, Katharina Windler, André Podleisek, Maya Gander y Sandrina Meldau. "Implementing supplier management strategies for supply chain sustainability risks in multinational companies". TQM Journal 32, n.º 5 (5 de abril de 2020): 923–38. http://dx.doi.org/10.1108/tqm-05-2019-0136.
Texto completoKingkaew, Suthikorn y Sven Dahms. "Headquarters value added and subsidiary performance: insights from Thailand". Review of International Business and Strategy 28, n.º 2 (4 de junio de 2018): 150–68. http://dx.doi.org/10.1108/ribs-11-2017-0099.
Texto completoEgbe, Inya, Emmanuel Adegbite y Kemi C. Yekini. "The influence of multinational enterprises on subsidiaries: context matters". Accounting, Auditing & Accountability Journal 31, n.º 2 (19 de febrero de 2018): 703–24. http://dx.doi.org/10.1108/aaaj-06-2016-2608.
Texto completoEdwards, Gwyneth, Abdulrahman Chikhouni y Rick Molz. "Job satisfaction in the global MNE: does distance matter?" Cross Cultural & Strategic Management 26, n.º 3 (22 de octubre de 2019): 337–62. http://dx.doi.org/10.1108/ccsm-09-2017-0115.
Texto completoSurdu, Irina, Henrich R. Greve y Gabriel R. G. Benito. "Back to basics: Behavioral theory and internationalization". Journal of International Business Studies, 3 de diciembre de 2020. http://dx.doi.org/10.1057/s41267-020-00388-w.
Texto completoBorini, Felipe Mendes, Silvio Roberto Stefano y Karine Vernerey. "THE RELATIONSHIP BETWEEN STRATEGIC BUSINESS UNITS, SUBSIDIARY AND HEADQUARTER IN THE KNOWLEDGE MANAGEMENT OF THE MULTINATIONAL CORPORATION". Review of Administration and Innovation - RAI 4, n.º 1 (4 de mayo de 2007). http://dx.doi.org/10.5585/rai.v4i1.78.
Texto completoTesis sobre el tema "Headquarter-subsidiary relationships"
Van, Unen Marc. "The relevance of interdependence between headquarter and subsidiary organisations for product launch outcomes : an in-depth analysis of the launch of Xarelto® in the Bayer Healthcare organisation". Thesis, University of Bradford, 2012. http://hdl.handle.net/10454/5475.
Texto completoHaq, Hammad ul. "The Unequal Playing Field : Headquarters’ Attention and Subsidiary Voice in Multinational Corporations". Doctoral thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-306441.
Texto completoAlharbi, Jaithen. "Headquarter-subsidiary relationship : an empirical study in the country of Kingdom of Saudi Arabia". Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/14133.
Texto completoErthal, Verônica. "Alinhamento estratégico corporativo na relação matriz e subsidiária no exterior: estudo de caso da multinacional brasileira Artecola e a subsidiária colombiana Pegatex". Universidade do Vale do Rio dos Sinos, 2014. http://www.repositorio.jesuita.org.br/handle/UNISINOS/4236.
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O presente estudo procurou entender como se estabelece o alinhamento da estratégia definida pela multinacional brasileira em sua subsidiária no exterior, tendo como foco o estudo de caso da empresa brasileira Artecola e sua subsidiária Pegatex, na Colômbia. Esta dissertação é um estudo de caso único, onde a coleta dos dados foi realizada através de pesquisa documental, observação direta em ambas as fábricas e entrevistas semi-estruturada com membros envolvidos com a estratégia no Brasil e na Colômbia. Para tanto, foi realizada uma análise do processo de internacionalização da Artecola e em especial do contexto econômico colombiano e da aquisição da Pegatex. Sobre o tema central do alinhamento na relação matriz-subsidiária, verificou-se que a Artecola tem desenvolvido alguns métodos para alinhamento operacional com as suas unidades obtendo relativo sucesso, também foi identificado que estes métodos poderiam ser mais flexíveis e adaptados a cada realidade aplicada (país e subsidiária). Além disso, a relação entre as empresas demonstrou participação ativa de ambas, de um lado o intenso apoio da matriz a questões gerenciais, e por outro lado aprende com a subsidiária na melhoria dos processos operacionais, know-how de produto e atuações estratégicas no mercado local. Desta forma, se evidenciou que mesmo sem um planejamento estratégico, existe alinhamento estratégico entre as unidades com relação aos objetivos corporativos, bem como a execução destes pela Pegatex, visando ampliar atuação regional desta unidade para global.
The current study sought to understand how the strategic alignment defined by a Brazilian multinational company is established with its foreign-owned subsidiary. Specifically, the Brazilian headquarter Artecola and its subsidiary Pegatex, in Colombia. For this, an analysis of Artecola internationalization process was performed, in particular, in the Colombian economic context and Pegatex acquisition. The current work is a single case study where data collection was conducted through documental research, direct observation in both units and semi-structured interviews realized with members involved with the corporate strategy in Brazil and Colombia. In the discussion core of alignment between headquarter and subsidiary relationship is verified that Artecola has developed some methods for operational alignment with relative success. Yet these methods could be more flexible and adapted to each reality applied (country and subsidiary). Furthermore, the relationship between these companies demonstrated active participation of both sides. While the head-office has provided intense support to Pegatex management issues, Artecola has learned from the subsidiary on how to improve operational processes, products know-how and strategic actions in the local market. Thus, it became clear that even without a formal strategic planning, there is strategic alignment between both enterprises regarding their corporative objectives, as well as the implementation of these by Pegatex, who aims to expand regional performance of this unit to a global participation.
Stolzmann, Klaus Peter. "Relação matriz-subsidiária: a mudança do papel de subsidiária de mercado emergente pela geração de conhecimento tecnológico". Universidade do Vale do Rio dos Sinos, 2018. http://www.repositorio.jesuita.org.br/handle/UNISINOS/7685.
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Ainda que os gerentes tenham expectativas moderadas sobre a capacidade das suas subsidiárias de contribuir para a renovação estratégica e tecnológica de todo o grupo multinacional, várias medidas poderiam ser tomadas para possibilitar a geração de novas tecnologias nas subsidiárias. Como a geração de conhecimento numa subsidiária é um tema relativamente recente explorado no campo acadêmico, a proposta desse trabalho é trazer alguma contribuição no processo de geração de conhecimento tecnológico como fator de mudança do papel de uma subsidiária brasileira de uma multinacional de um país desenvolvido. Por meio de um estudo de caso único, os dados foram coletados em análise documental, observação in loco e entrevistas com diversos colaboradores, entre eles engenheiros, gestores, expatriados, estrangeiros e brasileiros. Após, os dados foram triangulados com a técnica de análise de conteúdo. Os resultados indicam a relevância da geração de conhecimento tecnológico pela subsidiária e reconhecido pela matriz, para a mudança de seu papel na MNC, representado por um esquema gráfico de como tal processo ocorreu. Durante o mapeamento do mesmo, percebeu-se algumas particularidades no caso estudado, como a grande importância do papel do repatriado (funcionário da subsidiária que passa um determinado tempo na matriz e retorna), pouco abordado na literatura, e no presente caso, da relevância do cliente no processo de geração de conhecimento tecnológico no país da subsidiária, assim como ficou confirmada a grande importância do papel do gerente da subsidiária como também a influência dos fatores moderadores nesse processo. Por fim, esse trabalho traz alguma contribuição prática para os gestores de subsidiárias de países emergentes, sobre os quais poderão avaliar as iniciativas da sua subsidiária, tais como o treinamento dos seus empregados na matriz ou a busca de novos projetos para atender clientes locais, para obter a atenção da matriz e preparar-se para a mudança de seu papel dentro da MNC.
Although managers have moderate expectations about their subsidiaries' ability to contribute to the strategic and technological renewal of the entire multinational organization, a number of measures could be taken to enable the creation of new technologies in the subsidiaries. As the knowledge generation in a subsidiary is a subject that has not yet been deeply explored in the academic field, the proposal of this work is to bring some contribution in the process of technological knowledge generation as a factor to change the role of a Brazilian subsidiary belonging to a multinational from a developed country. Through a single case study, the data were collected in document analysis, in loco observation and interviews with several collaborators, among them engineers, managers, expatriates, foreigners and Brazilians. Afterwards, the data were triangulated with the content analysis technique. The results indicate the relevance of the technological knowledge generation by the subsidiary and recognized by the headquarter, to change its role in the MNC, represented by a graphic diagram of how such a process occurred. During the process analysis, we noticed some peculiarities in the present case, such as the great significance role of the inpatriate (employee of the subsidiary who spends a certain time in the headquarter and returns) which was less discussed in the literature and for this specific case, the customer role relevance in the process of technological knowledge generation in the subsidiary country, as well as confirming the great importance of the subsidiary manager's role and the moderator factors in this process. Finally, this work brings some practical contribution to managers of emerging-country subsidiaries who can evaluate their subsidiary's initiatives, such as the training of its employees in the headquarters or the search of new projects to serve local clients, to get the parent's attention and prepare to change its role within the MNC.
PILATO, VIVIANA. "THE DEPLOYMENT OF CORPORATE SOCIAL RESPONSIBILITY IN MULTINATIONAL CORPORATIONS: FROM INSTITUTIONAL COMPLEXITY TO STAKEHOLDER DIALOGUE". Doctoral thesis, Università Cattolica del Sacro Cuore, 2017. http://hdl.handle.net/10280/35760.
Texto completoThe international business literature provides compelling evidence for the global diffusions of Corporate Social Responsibility (CSR) practices and the important role played by Multinational Corporations (MNCs) in transfer of CSR practices to their foreign subsidiaries. The thesis explores the management of CSR strategies by MNCs’ subsidiaries, by explaining the mechanism that allows them to balance divergent institutional pressures. This phenomenon is known as ‘institutional complexity’, resulting from the multiple and heterogeneous institutional forces to which MNCs’ subsidiaries and their headquarters are exposed in relation to the adoption of CSR practices. Drawing on CSR literature and institutional theory, the first paper of the thesis develops a conceptual framework and a set of propositions to be tested for future studies, through a configurational approach. The second paper examines how the MNCs’ subsidiaries manage the pressures, the barriers and the enablers they face when deploying their CSR activities in five African countries (Angola, Egypt, Ghana, Kenya and South Africa), through 33 interviews, allowing us to capture some patterns of variations in CSR deployment within developing countries. The third paper analyses the stakeholder dialogue practices realized by 418 companies listed in the FTSE4Good index in Europe, North America, and Asia.
Hsu, Kuo-Hsun y 徐國勛. "Managing Differentiated Coordination Mechanisms in Governing Headquarter-Subsidiary Relationships: A Case Study of Prosol Corporation". Thesis, 2014. http://ndltd.ncl.edu.tw/handle/2w34kr.
Texto completo國立臺灣大學
臺大-復旦EMBA境外專班
102
The purpose of this research is to study the application of managerial regulations, the crises that multinational corporations would face, and coordination mechanisms to Prosol Corporation. We also compare the practical solutions with theoretical based methods to see which one is better. The findings show that we should use different ways to solve different problems, such as centralization for the technical ones, socialization for the coherence, and normalization for the rules. Besides, external environment is not as simple as before. That is why flexibility is also needed. However, the conclusion we get is based on this case. Therefore, adjustment has to be made when applying to other cases.