In the global business environment, new organizational forms come and go but in today's multinational corporations the headquarters-subsidiary link remains the primary channel by which the firm is managed. It facilitates strategy, control and coordination, and smoothes the progress of inter-unit product, personnel, factor and knowledge flows of every kind. Using data from CEOs of a large sample of Australian subsidiaries of foreign firms, this book brings new insights into the nature of this vital corporate relationship.
In the global business environment, new organizational forms come and go but in today's multinational corporations the headquarters-subsidiary link remains the primary channel by which the firm is managed. It facilitates strategy, control and coordination, and smoothes the progress of inter-unit product, personnel, factor and knowledge flows of every kind. Using data from CEOs of a large sample of Australian subsidiaries of foreign firms, this book brings new insights into the nature of this vital corporate relationship.
STEWART JOHNSTON left a career in management and consultancy to join the academic world. He holds a PhD from the University of Melbourne, Australia, where he is a currently a Senior Lecturer. His research has appeared in Strategic Management Journal, Journal of Management, British Journal of Industrial Relations and other journals and books.
Inhaltsangabe
List of Tables List of Figures Preface PART 1: CONCEPTUAL BACKGROUND AND MODEL Introduction The Strategies of the Developing MNC The Strategies of the Modern MNC Subsidiary Tasks A New Model of the Headquarters-Subsidiary Relationship PART 2: EMPIRICAL INVESTIGATIONS MNC Strategies and Subsidiary Tasks Subsidiary Task and Subsidiary Autonomy Subsidiary Size and Subsidiary Autonomy Control and Coordination Knowledge Management and Innovation Conclusions, Limitations and Future Directions Methodological Appendix References
List of Tables List of Figures Preface PART 1: CONCEPTUAL BACKGROUND AND MODEL Introduction The Strategies of the Developing MNC The Strategies of the Modern MNC Subsidiary Tasks A New Model of the Headquarters-Subsidiary Relationship PART 2: EMPIRICAL INVESTIGATIONS MNC Strategies and Subsidiary Tasks Subsidiary Task and Subsidiary Autonomy Subsidiary Size and Subsidiary Autonomy Control and Coordination Knowledge Management and Innovation Conclusions, Limitations and Future Directions Methodological Appendix References
List of Tables List of Figures Preface PART 1: CONCEPTUAL BACKGROUND AND MODEL Introduction The Strategies of the Developing MNC The Strategies of the Modern MNC Subsidiary Tasks A New Model of the Headquarters-Subsidiary Relationship PART 2: EMPIRICAL INVESTIGATIONS MNC Strategies and Subsidiary Tasks Subsidiary Task and Subsidiary Autonomy Subsidiary Size and Subsidiary Autonomy Control and Coordination Knowledge Management and Innovation Conclusions, Limitations and Future Directions Methodological Appendix References
List of Tables List of Figures Preface PART 1: CONCEPTUAL BACKGROUND AND MODEL Introduction The Strategies of the Developing MNC The Strategies of the Modern MNC Subsidiary Tasks A New Model of the Headquarters-Subsidiary Relationship PART 2: EMPIRICAL INVESTIGATIONS MNC Strategies and Subsidiary Tasks Subsidiary Task and Subsidiary Autonomy Subsidiary Size and Subsidiary Autonomy Control and Coordination Knowledge Management and Innovation Conclusions, Limitations and Future Directions Methodological Appendix References
Rezensionen
'The book provides a comprehensive, well-written literature review of the state of the art in the field. It offers a useful overview of key thinking on the MNC, organized chronologically by authors.' - Academy of Management Perspectives
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