A multinational corporation （MNC） should have its foreign subsidiaries become more competitive so that it can better compete globally and grow. Managing foreign subsidiary＇s competitiveness is vital for overall, lo...A multinational corporation （MNC） should have its foreign subsidiaries become more competitive so that it can better compete globally and grow. Managing foreign subsidiary＇s competitiveness is vital for overall, long-term, and global organizational growth. Strategic global leadership, vision, and culture among the top managers of headquarters and foreign subsidiaries are vital for enabling the subsidiaries to pursue their vision of improved competitiveness. Sustained growth and improved competitiveness in the global organization＇s multiple country environments then become the means for an MNC＇s overall strategic enhancement.展开更多
This paper is intended to make a comparative study of MNC subsidiaries in China at different stages. First of all, we built an S-SWOT theoretical framework for MNC Chinese subsidiary strategy analysis. Then, we conduc...This paper is intended to make a comparative study of MNC subsidiaries in China at different stages. First of all, we built an S-SWOT theoretical framework for MNC Chinese subsidiary strategy analysis. Then, we conducted an empirical analysis of MNC Chinese subsidiary strategies at different periods of time based on the two questionnaire-based surveys undertaken in 2001 and 2005 and a field interview made with such subsidiary executives in 2006. Our study found that MNC Chinese subsidiary overall strategies and functional strategies significantly changed from 2001 to 2006. In particular, MNC Chinese subsidiaries: became increasingly wholly foreign owned and profit oriented; boosted M&A and alliance activities; localized research and development; paid more attention to intangible assets (brand and image) management; coordinated the extent of localization and integration; and assigned key positions to local personnel. We also noticed both a strategic convergence and a considerable strategic difference between the Chinese subsidiaries of MNCs from different countries during the evolution of their Chinese subsidiary strategies.展开更多
An important motive of internationalization of multinational corporation(MNC) is to acquire local knowledge, and to transfer know-how from its foreign subsidiaries to the parent in order to enhance core competence. An...An important motive of internationalization of multinational corporation(MNC) is to acquire local knowledge, and to transfer know-how from its foreign subsidiaries to the parent in order to enhance core competence. An economic explanation about know-how feedback is demonstrated, the factors of subsidiaries feedback decision are analyzed, the benefit effects of the parent and subsidiary on feedback and non-feedback model are elaborated. In conclusion, MNC should locate in the country abundant with advanced knowledge and pay attention to internal and external knowledge transfer mechanism in order to achieve better know-how feedback performance.展开更多
文摘A multinational corporation （MNC） should have its foreign subsidiaries become more competitive so that it can better compete globally and grow. Managing foreign subsidiary＇s competitiveness is vital for overall, long-term, and global organizational growth. Strategic global leadership, vision, and culture among the top managers of headquarters and foreign subsidiaries are vital for enabling the subsidiaries to pursue their vision of improved competitiveness. Sustained growth and improved competitiveness in the global organization＇s multiple country environments then become the means for an MNC＇s overall strategic enhancement.
文摘This paper is intended to make a comparative study of MNC subsidiaries in China at different stages. First of all, we built an S-SWOT theoretical framework for MNC Chinese subsidiary strategy analysis. Then, we conducted an empirical analysis of MNC Chinese subsidiary strategies at different periods of time based on the two questionnaire-based surveys undertaken in 2001 and 2005 and a field interview made with such subsidiary executives in 2006. Our study found that MNC Chinese subsidiary overall strategies and functional strategies significantly changed from 2001 to 2006. In particular, MNC Chinese subsidiaries: became increasingly wholly foreign owned and profit oriented; boosted M&A and alliance activities; localized research and development; paid more attention to intangible assets (brand and image) management; coordinated the extent of localization and integration; and assigned key positions to local personnel. We also noticed both a strategic convergence and a considerable strategic difference between the Chinese subsidiaries of MNCs from different countries during the evolution of their Chinese subsidiary strategies.
文摘An important motive of internationalization of multinational corporation(MNC) is to acquire local knowledge, and to transfer know-how from its foreign subsidiaries to the parent in order to enhance core competence. An economic explanation about know-how feedback is demonstrated, the factors of subsidiaries feedback decision are analyzed, the benefit effects of the parent and subsidiary on feedback and non-feedback model are elaborated. In conclusion, MNC should locate in the country abundant with advanced knowledge and pay attention to internal and external knowledge transfer mechanism in order to achieve better know-how feedback performance.
