跨国公司在华子公司战略演变的动因与路径

Motives and Paths of Subsidiary Strategic Role Evolution of Multinationals in China:A Framework of Localization and Integration

跨国公司如何制定其在华子公司战略以及战略如何演变已经成为跨国公司研究领域的重要问题。以当地化、一体化为框架,分别对跨国公司战略、跨国公司海外子公司战略及其演变进行研究,以此为基础展开对世界500强在华子公司的问卷调查,研究发现,跨国公司在华子公司可以分为积极型、自主型、接受型和静止型4种类型,同时存在稳定型、成长型、退化型和波动型4种演变路径,76.7%的跨国公司在华子公司具有稳定型或成长型的演变路径。跨国公司在华子公司战略角色演变受子公司选择、母公司决策和环境驱动三方面因素的影响,母公司决策使母子公司一体化程度提高,子公司选择使子公司当地化程度提高,而环境变动对子公司战略角色的影响方向不确定。

Multinationals＇ strategy and strategic evolution have been the important questions in recent years. With the framework of localization and integration, this paper investigates Chinese manufacturing subsidiaries of top 500 multinationals. The major findings are as follows： subsidiaries of multinational corporations （MNCs） in China can be divided into quiescent strategy, autonomous strategy, receptive strategy and active strategy by the dimensions of localization and integration ; four evolution paths of subsidiary strategic role are identified： stable path, growth path, fluctuating path and degenerate path; 76. 7% Chinese subsidiaries of MNCs in this study evolve by stable or growth path. The evolution of subsidiary strategic role is influenced by three factors： subsidiary choice, headquarters assignment and environmental determinism. Headquarters assignment enhances the level of integration. Subsidiary＇s choice improves the level of its localization. However, the direction of influence of environmental factors is uncertain.