Daniel Perception Gaps between Headquarters and Subsidiary Managers

Differing Perspectives on Subsidiary Roles and their Implications
2010
ISBN: 978-3-531-92003-0
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Deutsch, 300 Seiten, eBook

Reihe: mir-Edition

Andrea Daniel not only compares headquarters and subsidiary managers' perceptions of a subsidiary's role, but she analyzes the implications of perception gaps for the headquarters-subsidiary relationship.

Dr. Andrea Daniel finished her doctorate at ESCP Europe Wirtschaftshochschule Berlin, Chair of International Management and Strategic Management (Prof. Dr. Stefan Schmid).

Zielgruppe

Research

Autoren/Hrsg.

Daniel, Andrea

Weitere Mitwirkende

Schmid, Prof. Dr. Stefan

Inhaltsverzeichnis

1;Vorwort der Herausgeber;6
2;Preface;7
3;Foreword;8
4;Preface;10
5;Brief Contents;11
6;Contents;13
7;List of Figures;18
8;List of Tables;20
9;1. Introduction;21
9.1;1.1 Context;21
9.2;1.2 Goals of the Study;22
9.3;1.3 Outline of the Study;23
10;2. Central Concepts;25
10.1;2.1 Multinational Network Corporations;25
10.1.1;2.1.1 General Characteristics of Multinational Corporations;25
10.1.2;2.1.2 Towards a Network Model of Multinational Corporations;26
10.1.3;2.1.3 Characteristics of Multinational Network Corporations;30
10.2;2.2 Subsidiary Roles in Multinational Network Corporations;33
10.2.1;2.2.1 The Subsidiary Role Concept in the International Business Literature;33
10.2.2;2.2.2 Subsidiary Role Typologies;36
10.2.3;2.2.3 Approach to Subsidiary Roles in the Present Study;40
10.2.3.1;2.2.3.1 Selection of Subsidiary Role Typologies;40
10.2.3.2;2.2.3.2 Differentiation of Subsidiary Roles According to Bartlett and Ghoshal;42
10.2.3.3;2.2.3.3 Differentiation of Subsidiary Roles According to Gupta and Govindarajan;45
10.3;2.3 Perception Gaps Concerning Subsidiary Roles;47
10.3.1;2.3.1 Attributes of Perception Gaps;47
10.3.1.1;2.3.1.1 The Subjective Nature of Perception;47
10.3.1.2;2.3.1.2 Perception Gaps vs. Perception Errors;48
10.3.2;2.3.2 Perception Gaps in the International Business Literature;50
10.3.2.1;2.3.2.1 Approaches to Perception Gaps;50
10.3.2.2;2.3.2.2 Contributions on Perception Gaps Concerning Subsidiary Roles;52
10.3.2.3;2.3.2.3 Overview of the Research Field;57
10.3.3;2.3.3 Approach to Perception Gaps in the Present Study;58
10.4;2.4 Headquarters-Subsidiary Confli;59
10.4.1;2.4.1 General Conflict Literature;59
10.4.2;2.4.2 Headquarters-Subsidiary Conflict in the International Business Literature;63
10.4.3;2.4.3 Approach to Headquarters-Subsidiary Conflict in the Present Study;66
10.4.3.1;2.4.3.1 Overview;66
10.4.3.2;2.4.3.2 Conflict Issues;67
10.5;2.5 Summary and Conclusions;72
11;3. Conceptual Framework;74
11.1;3.1 Open System Approach According to Katz and Kahn;74
11.1.1;3.1.1 Selecting a Conceptual Approach for the Present Study;74
11.1.1.1;3.1.1.1 Categories of Organizational Theories;74
11.1.1.2;3.1.1.2 System Theoretical Approaches to Organizations;78
11.1.2;3.1.2 Overview of the Open System Approach;80
11.1.2.1;3.1.2.1 Point of Departure;80
11.1.2.2;3.1.2.2 Characteristics of Open Systems;81
11.1.2.3;3.1.2.3 Social Organizations as Open Systems;84
11.1.3;3.1.3 Role Theoretical Framework;87
11.1.3.1;3.1.3.1 Overview of Role Theory;87
11.1.3.2;3.1.3.2 Role Theoretical Framework Within the Open System Approach;90
11.1.4;3.1.4 Conflict Model;94
11.2;3.2 Multinational Network Corporations as Open Systems;97
11.2.1;3.2.1 Applicability of the Open System Approach;97
11.2.1.1;3.2.1.1 Parallels Between Network Perspectives and the Open System Approach;97
11.2.1.2;3.2.1.2 Specific Demands of Multinational Network Corporations;99
11.2.1.3;3.2.1.3 Dealing with the Duality of Individuals and Organizational Units;103
11.2.2;3.2.2 Subsidiary Roles from a Role Theoretical Perspective;105
11.2.3;3.2.3 Headquarters-Subsidiary Conflict from an Open SystemPerspective;109
11.3;3.3 Research Framework;113
11.3.1;3.3.1 Overview;113
11.3.2;3.3.2 Likelihood of Perception Gaps;114
11.3.2.1;3.3.2.1 Perception Gaps Concerning the Subsidiary’s Overall Role;114
11.3.2.2;3.3.2.2 Perception Gaps Concerning the Importance of the Subsidiary’s Market;116
11.3.2.3;3.3.2.3 Perception Gaps Concerning the Subsidiary’s Capabilities;117
11.3.2.4;3.3.2.4 Perception Gaps Concerning Knowledge Flows;117
11.3.2.5;3.3.2.5 Summary;119
11.3.3;3.3.3 Consequences of Perception Gaps;119
11.3.3.1;3.3.3.1 Conflict as General Consequence Proposed by the Conceptual Framework;119
11.3.3.2;3.3.3.2 Perception Gaps Concerning the Importance of the Subsidiary’s Market;121
11.3.3.3;3.3.3.3 Perception Gaps Concerning the Subsidiary’s Capabilities;124
11.3.3.4;3.3.3.4 Perception Gaps Concerning Knowledge Inflow;126
11.3.3.5;3.3.3.5 Perception Gaps Concerning Knowledge Outflow;128
11.3.4;3.3.4 Summary;130
12;4. Empirical Study;131
12.1;4.1 Research Design;131
12.1.1;4.1.1 Rationale for a Case Study Approach;131
12.1.2;4.1.2 Overview of the Case Study Design;133
12.1.2.1;4.1.2.1 Unit of Analysis;133
12.1.2.2;4.1.2.2 Case Selection;134
12.1.2.3;4.1.2.3 Types of Data;136
12.1.3;4.1.3 Operationalization of the Conceptual Framework;137
12.2;4.2 Data Collection;138
12.2.1;4.2.1 Questionnaire;138
12.2.1.1;4.2.1.1 Goals;138
12.2.1.2;4.2.1.2 Procedure;139
12.2.1.3;4.2.1.3 Operationalization of the Subsidiary Role Dimensions;140
12.2.1.4;4.2.1.4 Operationalization of Headquarters-Subsidiary Conflict;144
12.2.2;4.2.2 Interviews;149
12.2.2.1;4.2.2.1 Goals;149
12.2.2.2;4.2.2.2 Procedure;150
12.2.2.3;4.2.2.3 Interview Guideline;151
12.2.3;4.2.3 Respondents;153
12.3;4.3 Data Analysis;155
12.3.1;4.3.1 Questionnaire;155
12.3.1.1;4.3.1.1 Overview;155
12.3.1.2;4.3.1.2 Subsidiary Role Dimensions;155
12.3.1.3;4.3.1.3 Headquarters-Subsidiary Conflict;156
12.3.2;4.3.2 Interviews;157
12.3.2.1;4.3.2.1 Overview;157
12.3.2.2;4.3.2.2 The Code List;159
12.3.2.3;4.3.2.3 From Individual Codes to Patterns;161
12.4;4.4 Scientific Quality Criteria;162
12.4.1;4.4.1 Overview;162
12.4.2;4.4.2 Objectivity;162
12.4.3;4.4.3 Reliability;163
12.4.4;4.4.4 Validity;164
13;5. Empirical Findings;167
13.1;5.1 Introduction;167
13.1.1;5.1.1 The Two Companies;167
13.1.1.1;5.1.1.1 Company A, the Strategic Business Unit Autocomp and Autocomp’s Subsidiaries;167
13.1.1.2;5.1.1.2 Company B, the Division Construc and Construc’s Subsidiaries;169
13.1.2;5.1.2 Comments on the Subsidiary Role Dimensions;170
13.1.3;5.1.3 Identifying Perception Gaps;172
13.1.3.1;5.1.3.1 Perception Gaps vs. Artefacts;172
13.1.3.2;5.1.3.2 Individual Differences;173
13.1.3.3;5.1.3.3 Role Behaviour vs. Role Expectations;173
13.1.4;5.1.4 Chapter Overview;174
13.2;5.2 The Cases;175
13.2.1;5.2.1 Overview;175
13.2.2;5.2.2 Hungary;176
13.2.2.1;5.2.2.1 Perceptions of the Role Dimensions;176
13.2.2.2;5.2.2.2 Implications for the Headquarters-Subsidiary Relationship130;181
13.2.2.3;5.2.2.3 Interpretation According to the Conceptual Framework;182
13.2.3;5.2.3 Poland;185
13.2.3.1;5.2.3.1 Perceptions of the Role Dimensions;185
13.2.3.2;5.2.3.2 Implications for the Headquarters-Subsidiary Relationship;188
13.2.3.3;5.2.3.3 Interpretation According to the Conceptual Framework;188
13.2.4;5.2.4 Turkey;189
13.2.4.1;5.2.4.1 Perceptions of the Role Dimensions;189
13.2.4.2;5.2.4.2 Implications for the Headquarters-Subsidiary Relationship;195
13.2.4.3;5.2.4.3 Interpretation According to the Conceptual Framework;197
13.2.5;5.2.5 Mexico;202
13.2.5.1;5.2.5.1 Perceptions of the Role Dimensions;202
13.2.5.2;5.2.5.2 Implications for the Headquarters-Subsidiary Relationship;208
13.2.5.3;5.2.5.3 Interpretation According to the Conceptual Framework;208
13.2.6;5.2.6 China;209
13.2.6.1;5.2.6.1 Perceptions of the Role Dimensions;209
13.2.6.2;5.2.6.2 Implications for the Headquarters-Subsidiary Relationship;214
13.2.6.3;5.2.6.3 Interpretation According to the Conceptual Framework;215
13.2.7;5.2.7 USA;217
13.2.7.1;5.2.7.1 Perceptions of the Role Dimensions;217
13.2.7.2;5.2.7.2 Implications for the Headquarters-Subsidiary Relationship;221
13.3;5.3 Perception Gaps Concerning the Subsidiary’s Role;223
13.3.1;5.3.1 Subsidiary Role Dimensions in the Present Study;223
13.3.1.1;5.3.1.1 Overview;223
13.3.1.2;5.3.1.2 Conceptual and Empirical Review of the Individual Dimensions;224
13.3.1.3;5.3.1.3 Critical Reflection on the Proposed Subsidiary Role Concept;232
13.3.2;5.3.2 Perception Gaps in the Present Study;234
13.3.2.1;5.3.2.1 Overview;234
13.3.2.2;5.3.2.2 Conceptual Structure of the Identified Perception Gaps;235
13.3.2.3;5.3.2.3 Critical Review of Perception Gaps;238
13.4;5.4 Implications of Perception Gaps for the Headquarters-Subsidiary Relationship;239
13.4.1;5.4.1 The Empirical Findings in the Context of the InternationalBusiness Literature;239
13.4.1.1;5.4.1.1 Overview;239
13.4.1.2;5.4.1.2 Importance of the Subsidiary’s Market;239
13.4.1.3;5.4.1.3 Product Scope;240
13.4.1.4;5.4.1.4 Subsidiary’s Capabilities;241
13.4.1.5;5.4.1.5 Knowledge Inflow to the Subsidiary;241
13.4.1.6;5.4.1.6 Knowledge Outflow from the Subsidiary;242
13.4.1.7;5.4.1.7 Subsidiary’s Autonomy and Involvement in Value Chain Activities;243
13.4.1.8;5.4.1.8 Conclusion;244
13.4.2;5.4.2 Fit of the Conceptual Framework in the Light of the Empirical Findings;244
13.4.2.1;5.4.2.1 Overview;244
13.4.2.2;5.4.2.2 Conflict as Implication of Perception Gaps;245
13.4.2.3;5.4.2.3 Role Related Conflict and Further Implications;247
13.4.2.4;5.4.2.4 Critical Review of the Conceptual Framework;254
13.4.2.5;5.4.2.5 Extension of the Conceptual Framework;255
13.4.2.6;5.4.2.6 Conclusion;258
14;6. Discussion;260
14.1;6.1 Limitations of the Present Study;260
14.1.1;6.1.1 Scope of the Study;260
14.1.2;6.1.2 Conceptual Issues;261
14.1.3;6.1.3 Methodological Issues;263
14.2;6.2 Implications for the International Business Literature;265
14.2.1;6.2.1 Knowledge about Subsidiary Roles;265
14.2.2;6.2.2 Conceptual Contribution;266
14.2.3;6.2.3 Methodological Implications;268
14.3;6.3 Avenues for Future Research;270
14.3.1;6.3.1 Research on Perception Gaps Concerning the Subsidiary’s Role;270
14.3.2;6.3.2 Theoretical Consolidation;272
14.3.3;6.3.3 Methodological Approaches;272
14.4;6.4 Managerial Implications;273
14.5;6.5 Summary;276
15;Appendix;277
15.1;Appendix A Questionnaire Results on Disagreement and Interference;277
15.2;Appendix B Final Code List;283
16;References;286

Subsidiary Roles in Multinational Network Corporations; Perception Gaps Concerning Subsidiary Roles; Headquarters-Subsidiary Conflict; Empirical Study Involving two Multinational Companies; Implications of Perception Gaps for the Headquarters-Subsidiary Relationship

Über Autor(innen)

Dr. Andrea Daniel finished her doctorate at ESCP Europe Wirtschaftshochschule Berlin, Chair of International Management and Strategic Management (Prof. Dr. Stefan Schmid).