Headquarters and subsidiaries in multinational corporations: strategies, tasks and coordination
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
Houndmills [u.a.]
Palgrave Macmillan
2005
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Based on the author's doctoral dissertation. Includes bibliographical references and index |
| Beschreibung: | 233 S. |
| ISBN: | 1403936242 9781403936240 |
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| 245 | 1 | 0 | |a Headquarters and subsidiaries in multinational corporations |b strategies, tasks and coordination |c Stewart Johnston |
| 250 | |a 1. publ. | ||
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| 500 | |a Based on the author's doctoral dissertation. | ||
| 500 | |a Includes bibliographical references and index | ||
| 502 | |a Teilw. zugl.: Melbourne, Univ., Diss. | ||
| 650 | 7 | |a Dochterondernemingen |2 gtt | |
| 650 | 7 | |a Internationale ondernemingen |2 gtt | |
| 650 | 7 | |a Strategisch management |2 gtt | |
| 650 | 4 | |a Multinationales Unternehmen | |
| 650 | 4 | |a International business enterprises |x Management | |
| 650 | 4 | |a Foreign subsidiaries |x Management | |
| 650 | 4 | |a Strategic alliances (Business) | |
| 650 | 4 | |a International business enterprises |z Australia |x Management | |
| 650 | 4 | |a Foreign subsidiaries |z Australia |x Management | |
| 650 | 4 | |a Strategic alliances (Business) |z Australia | |
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Datensatz im Suchindex
| _version_ | 1804134535673151488 |
|---|---|
| adam_text | Contents
List of Tables vi
List of Figures viii
Preface ix
Part I: Conceptual Background and Model
Chapter 1: Introduction 3
Chapter 2: The Strategies of the Developing MNC 16
Chapter 3: The Strategies of the Modern MNC 33
Chapter 4: Subsidiary Tasks 56
Chapter 5: A New Model of the Headquarters subsidiary
Relationship 65
Part II: Empirical Investigations
Chapter 6: MNC Strategies and Subsidiary Tasks 83
Chapter 7: Subsidiary Task and Subsidiary Autonomy 97
Chapter 8: Subsidiary Size and Subsidiary Autonomy 113
Chapter 9: Control and Coordination 123
Chapter 10: Knowledge Management and Innovation 148
Chapter 11: Conclusions, Limitations and Future Directions 173
Chapter 12: Methodological Appendix 185
References 209
Index 230
V
List of Tables
Table 2.1 Employee Control Modes Used in Firms 25
Table 2.2 Subunit Control Modes Used in Firms 25
Table 6.1 Descriptive Statistics for Subsidiary Role
Statements 85
Table 6.2 Initial Cluster Solution 88
Table 6.3 Expanded Cluster Solution Statement Means
for the Five Clusters Solution 89
Table 6.4 Comparison of Present Classifications with
Previous Studies 92
Table 7.1 Uncontrolled Subsidiary Autonomy Means for
Unrelated and Related Diversification Subsidiary
Tasks 105
Table 7.2 Uncontrolled Subsidiary Autonomy Means for
Related Diversification Subsidiary Tasks 105
Table 7.3 Descriptive Statistics and Intercorrelations for
Control Variables 106
Table 7.4 Analysis of Covariance Summary Unrelated
Diversification vs Related Diversification
Subsidiary Tasks 107
Table 7.5 Estimates of Subsidiary Autonomy Marginal
Means for Subsidiary Tasks of Related and
Unrelated Diversification Strategies 108
Table 7.6 Estimates of Subsidiary Autonomy Marginal
Means for Parent Nationality 108
Table 7.7 Analysis of Covariance Summary Four Related
Diversification Subsidiary Tasks 109
Table 7.8 Estimates of Subsidiary Autonomy Marginal
Means for Subsidiaries of Related Diversification
Strategy 109
Table 8.1 Descriptive Statistics and Intercorrelations 117
Table 8.2 Linear, Quadratic and Trigonometric Effects of
Subsidiary Size on Subsidiary Autonomy 119
Table 9.1 The Baliga/Jaeger Typology of Control
Mechanisms 128
Table 9.2 Descriptive Statistics for Dependent Variables 135
vi
List of Tables vii
Table 9.3 Descriptive Statistics and Intercorrelations for
Control Variables 138
Table 9.4 Uncontrolled Means and Standard Deviations
for Control Mechanisms for Each Subsidiary Task 140
Table 9.5. Analysis of Covariance Summary for all Control
Mechanisms 141
Table 9.6 Estimated Marginal Means and Significant
Pairwise Comparison for All Subsidiary Tasks
and Control Mechanisms 142
Table 9.7 Logistic Regression Results for the Two
Dichotomous Dependent Variables 144
Table 9.8 Estimated Marginal Means and Significant
Pairwise Comparisons for Parent Nationality and
Significantly Associated Control Mechanisms 146
Table 10.1 Descriptive Statistics and Intercorrelations for
Predictor and Control Variables 164
Table 10.2 Uncontrolled Means for the Three Dependent
Variables and Five Subsidiary Tasks 165
Table 10.3 Analysis of Covariance Summary for the Three
Dependent Variables 166
Table 10.4 Estimated Marginal Means for Subsidiary Task
and Parent Nationality for Each Dependent
Variable 167
Table 10.5 Analysis of Covariance Summary for Use of
Knowledge Management Techniques Including
the Two Innovation Variables 171
Table 11.1 Autonomy and Contact Data for Five Subsidiary
Tasks 180
Table 11.2 HQ s Rationale for Managing the Subsidiary 182
Table 12.1 Comparison of MNC Home Countries between
AWIRS 95 and the Present Study 194
Table 12.2 Rotated Factor Matrix for Aggregated Variables
Used in Study 199
Table 12.3 Descriptive Statistics for Variables Derived from
Factor Analysis 199
Table 12.4 One Way Analysis of Variance between Groups 200
Table 12.5 Contrasts between Cluster Means (p .05) 201
List of Figures
Figure 3.1 Bartlett and Ghoshal s Interpretation of the
I R grid (adapted) 35
Figure 3.2 Peteraf s Model of Competitive Advantage 51
Figure 5.1 An Integrated Model of the HQ subsidiary
Relationship 79
Figure 6.1 Advantage Generating Strategies and Subsidiary
Tasks 83
Figure 8.1 Hedlund s (1981) Proposed Relationship
between Size and Autonomy 115
Figure 9.1 Ouchi s (1977) Model of Control Mechanisms 127
Figure 9.2 Types of Interdependence (after Thompson,
1967) 130
Figure 11.1 Subsidiary HQ and Subsidiary other unit
Relationships 178
Figure 11.2 A Suggested Autonomy vs. Embeddedness
Matrix 179
viii
|
| adam_txt |
Contents
List of Tables vi
List of Figures viii
Preface ix
Part I: Conceptual Background and Model
Chapter 1: Introduction 3
Chapter 2: The Strategies of the Developing MNC 16
Chapter 3: The Strategies of the Modern MNC 33
Chapter 4: Subsidiary Tasks 56
Chapter 5: A New Model of the Headquarters subsidiary
Relationship 65
Part II: Empirical Investigations
Chapter 6: MNC Strategies and Subsidiary Tasks 83
Chapter 7: Subsidiary Task and Subsidiary Autonomy 97
Chapter 8: Subsidiary Size and Subsidiary Autonomy 113
Chapter 9: Control and Coordination 123
Chapter 10: Knowledge Management and Innovation 148
Chapter 11: Conclusions, Limitations and Future Directions 173
Chapter 12: Methodological Appendix 185
References 209
Index 230
V
List of Tables
Table 2.1 Employee Control Modes Used in Firms 25
Table 2.2 Subunit Control Modes Used in Firms 25
Table 6.1 Descriptive Statistics for Subsidiary Role
Statements 85
Table 6.2 Initial Cluster Solution 88
Table 6.3 Expanded Cluster Solution Statement Means
for the Five Clusters Solution 89
Table 6.4 Comparison of Present Classifications with
Previous Studies 92
Table 7.1 Uncontrolled Subsidiary Autonomy Means for
Unrelated and Related Diversification Subsidiary
Tasks 105
Table 7.2 Uncontrolled Subsidiary Autonomy Means for
Related Diversification Subsidiary Tasks 105
Table 7.3 Descriptive Statistics and Intercorrelations for
Control Variables 106
Table 7.4 Analysis of Covariance Summary Unrelated
Diversification vs Related Diversification
Subsidiary Tasks 107
Table 7.5 Estimates of Subsidiary Autonomy Marginal
Means for Subsidiary Tasks of Related and
Unrelated Diversification Strategies 108
Table 7.6 Estimates of Subsidiary Autonomy Marginal
Means for Parent Nationality 108
Table 7.7 Analysis of Covariance Summary Four Related
Diversification Subsidiary Tasks 109
Table 7.8 Estimates of Subsidiary Autonomy Marginal
Means for Subsidiaries of Related Diversification
Strategy 109
Table 8.1 Descriptive Statistics and Intercorrelations 117
Table 8.2 Linear, Quadratic and Trigonometric Effects of
Subsidiary Size on Subsidiary Autonomy 119
Table 9.1 The Baliga/Jaeger Typology of Control
Mechanisms 128
Table 9.2 Descriptive Statistics for Dependent Variables 135
vi
List of Tables vii
Table 9.3 Descriptive Statistics and Intercorrelations for
Control Variables 138
Table 9.4 Uncontrolled Means and Standard Deviations
for Control Mechanisms for Each Subsidiary Task 140
Table 9.5. Analysis of Covariance Summary for all Control
Mechanisms 141
Table 9.6 Estimated Marginal Means and Significant
Pairwise Comparison for All Subsidiary Tasks
and Control Mechanisms 142
Table 9.7 Logistic Regression Results for the Two
Dichotomous Dependent Variables 144
Table 9.8 Estimated Marginal Means and Significant
Pairwise Comparisons for Parent Nationality and
Significantly Associated Control Mechanisms 146
Table 10.1 Descriptive Statistics and Intercorrelations for
Predictor and Control Variables 164
Table 10.2 Uncontrolled Means for the Three Dependent
Variables and Five Subsidiary Tasks 165
Table 10.3 Analysis of Covariance Summary for the Three
Dependent Variables 166
Table 10.4 Estimated Marginal Means for Subsidiary Task
and Parent Nationality for Each Dependent
Variable 167
Table 10.5 Analysis of Covariance Summary for Use of
Knowledge Management Techniques Including
the Two Innovation Variables 171
Table 11.1 Autonomy and Contact Data for Five Subsidiary
Tasks 180
Table 11.2 HQ's Rationale for Managing the Subsidiary 182
Table 12.1 Comparison of MNC Home Countries between
AWIRS 95 and the Present Study 194
Table 12.2 Rotated Factor Matrix for Aggregated Variables
Used in Study 199
Table 12.3 Descriptive Statistics for Variables Derived from
Factor Analysis 199
Table 12.4 One Way Analysis of Variance between Groups 200
Table 12.5 Contrasts between Cluster Means (p .05) 201
List of Figures
Figure 3.1 Bartlett and Ghoshal's Interpretation of the
I R grid (adapted) 35
Figure 3.2 Peteraf's Model of Competitive Advantage 51
Figure 5.1 An Integrated Model of the HQ subsidiary
Relationship 79
Figure 6.1 Advantage Generating Strategies and Subsidiary
Tasks 83
Figure 8.1 Hedlund's (1981) Proposed Relationship
between Size and Autonomy 115
Figure 9.1 Ouchi's (1977) Model of Control Mechanisms 127
Figure 9.2 Types of Interdependence (after Thompson,
1967) 130
Figure 11.1 Subsidiary HQ and Subsidiary other unit
Relationships 178
Figure 11.2 A Suggested Autonomy vs. Embeddedness
Matrix 179
viii |
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| author | Johnston, Stewart 1944- |
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| ctrlnum | (OCoLC)58052613 (DE-599)BVBBV020832796 |
| dewey-full | 658.049 658/.049 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-search | 658.049 658/.049 |
| dewey-sort | 3658.049 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 1. publ. |
| format | Thesis Book |
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| genre | (DE-588)4113937-9 Hochschulschrift gnd-content |
| genre_facet | Hochschulschrift |
| geographic | Australien |
| geographic_facet | Australien |
| id | DE-604.BV020832796 |
| illustrated | Not Illustrated |
| index_date | 2024-07-02T13:13:50Z |
| indexdate | 2024-07-09T20:26:09Z |
| institution | BVB |
| isbn | 1403936242 9781403936240 |
| language | English |
| lccn | 2005042904 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014154774 |
| oclc_num | 58052613 |
| open_access_boolean | |
| owner | DE-19 DE-BY-UBM DE-2070s DE-188 |
| owner_facet | DE-19 DE-BY-UBM DE-2070s DE-188 |
| physical | 233 S. |
| publishDate | 2005 |
| publishDateSearch | 2005 |
| publishDateSort | 2005 |
| publisher | Palgrave Macmillan |
| record_format | marc |
| spelling | Johnston, Stewart 1944- Verfasser (DE-588)173792863 aut Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination Stewart Johnston 1. publ. Houndmills [u.a.] Palgrave Macmillan 2005 233 S. txt rdacontent n rdamedia nc rdacarrier Based on the author's doctoral dissertation. Includes bibliographical references and index Teilw. zugl.: Melbourne, Univ., Diss. Dochterondernemingen gtt Internationale ondernemingen gtt Strategisch management gtt Multinationales Unternehmen International business enterprises Management Foreign subsidiaries Management Strategic alliances (Business) International business enterprises Australia Management Foreign subsidiaries Australia Management Strategic alliances (Business) Australia Auslandsniederlassung (DE-588)4003779-4 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Konzernmanagement (DE-588)4277607-7 gnd rswk-swf Kompetenz Organisation (DE-588)4328165-5 gnd rswk-swf Autonomie (DE-588)4003974-2 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Tochtergesellschaft (DE-588)4124317-1 gnd rswk-swf Zentralbereich (DE-588)4318802-3 gnd rswk-swf Koordination (DE-588)4032393-6 gnd rswk-swf Australien (DE-588)4113937-9 Hochschulschrift gnd-content Multinationales Unternehmen (DE-588)4075092-9 s Zentralbereich (DE-588)4318802-3 s Tochtergesellschaft (DE-588)4124317-1 s DE-604 Auslandsniederlassung (DE-588)4003779-4 s Kompetenz Organisation (DE-588)4328165-5 s Koordination (DE-588)4032393-6 s DE-188 Konzernmanagement (DE-588)4277607-7 s Strategisches Management (DE-588)4124261-0 s Autonomie (DE-588)4003974-2 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014154774&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Johnston, Stewart 1944- Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination Dochterondernemingen gtt Internationale ondernemingen gtt Strategisch management gtt Multinationales Unternehmen International business enterprises Management Foreign subsidiaries Management Strategic alliances (Business) International business enterprises Australia Management Foreign subsidiaries Australia Management Strategic alliances (Business) Australia Auslandsniederlassung (DE-588)4003779-4 gnd Strategisches Management (DE-588)4124261-0 gnd Konzernmanagement (DE-588)4277607-7 gnd Kompetenz Organisation (DE-588)4328165-5 gnd Autonomie (DE-588)4003974-2 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Tochtergesellschaft (DE-588)4124317-1 gnd Zentralbereich (DE-588)4318802-3 gnd Koordination (DE-588)4032393-6 gnd |
| subject_GND | (DE-588)4003779-4 (DE-588)4124261-0 (DE-588)4277607-7 (DE-588)4328165-5 (DE-588)4003974-2 (DE-588)4075092-9 (DE-588)4124317-1 (DE-588)4318802-3 (DE-588)4032393-6 (DE-588)4113937-9 |
| title | Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination |
| title_auth | Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination |
| title_exact_search | Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination |
| title_exact_search_txtP | Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination |
| title_full | Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination Stewart Johnston |
| title_fullStr | Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination Stewart Johnston |
| title_full_unstemmed | Headquarters and subsidiaries in multinational corporations strategies, tasks and coordination Stewart Johnston |
| title_short | Headquarters and subsidiaries in multinational corporations |
| title_sort | headquarters and subsidiaries in multinational corporations strategies tasks and coordination |
| title_sub | strategies, tasks and coordination |
| topic | Dochterondernemingen gtt Internationale ondernemingen gtt Strategisch management gtt Multinationales Unternehmen International business enterprises Management Foreign subsidiaries Management Strategic alliances (Business) International business enterprises Australia Management Foreign subsidiaries Australia Management Strategic alliances (Business) Australia Auslandsniederlassung (DE-588)4003779-4 gnd Strategisches Management (DE-588)4124261-0 gnd Konzernmanagement (DE-588)4277607-7 gnd Kompetenz Organisation (DE-588)4328165-5 gnd Autonomie (DE-588)4003974-2 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Tochtergesellschaft (DE-588)4124317-1 gnd Zentralbereich (DE-588)4318802-3 gnd Koordination (DE-588)4032393-6 gnd |
| topic_facet | Dochterondernemingen Internationale ondernemingen Strategisch management Multinationales Unternehmen International business enterprises Management Foreign subsidiaries Management Strategic alliances (Business) International business enterprises Australia Management Foreign subsidiaries Australia Management Strategic alliances (Business) Australia Auslandsniederlassung Strategisches Management Konzernmanagement Kompetenz Organisation Autonomie Tochtergesellschaft Zentralbereich Koordination Australien Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014154774&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT johnstonstewart headquartersandsubsidiariesinmultinationalcorporationsstrategiestasksandcoordination |