简介
Today, Multinational Corporations (MNCs) spread their value chains across the globe and foreign subsidiaries play a crucial role in creating value within and for the MNC. While some MNCs are aware of their subsidiaries鈥?performance, others only have a vague idea. Research findings in this area are scarce and it is still little known on how different subsidiaries should be evaluated in order to maximize their contribution to the performance of the MNC as a whole. Katharina Kretschmer aims at filling this research gap. Qualitative case studies are used to analyze performance evaluation within MNCs empirically. The author shows that role differentiation exists within one MNC when subsidiaries with different strategic roles are identified. Furthermore, patterns are discovered in their performance evaluation. Deep insights into the implications of subsidiary roles are displayed, and it is demonstrated that role-specific subsidiary management is possible, if not necessary. In the future, MNC managers could benefit even more if, instead of treating all their subsidiaries alike, they approached them differently 鈥?especially when evaluating their performance.
目录
mir-Edition 2
Vorwort der Herausgeber 5
Foreword of the Editors 6
Foreword 7
Preface 9
Overview of the Contents 11
Contents 12
Figures 17
Tables 19
1 Introduction 23
1.1 Performance Evaluation of Foreign Subsidiaries as a Management Problem 23
1.2 Research Background and Research Questions 24
1.3 Outline of the Study 26
2 Defining Performance Evaluation and Its Role as Control Mechanism 28
2.1 Performance Evaluation as Control Mechanism 28
2.1.1 Control 28
2.1.2 Performance as Achievement of Legitimate Goals 33
2.1.3 Evaluation as Control Step 37
2.2 The Concept of Performance Evaluation 38
2.2.1 The Role of Performance Evaluation within the Control Mix 39
2.2.2 The Content of Performance Evaluation 41
2.2.3 The Process of Performance Evaluation 43
2.3 An Integrative Concept of Performance Evaluation 45
3 Review of the Literature on Performance Evaluation of Foreign Subsidiaries 47
3.1 Objectives and Methodology of the Literature Review 47
3.2 Descriptive Contributions on Performance Evaluation of Foreign Subsidiaries 50
3.2.1 Topics of Descriptive Contributions 51
3.2.2 Differentiation of Performance Evaluation in Descriptive Contributions 52
3.2.3 Methodologies and Research Design of Descriptive Contributions 54
3.3 Explanatory Contributions on Performance Evaluation of Foreign Subsidiaries 55
3.3.1 Topics of Explanatory Contributions 55
3.3.2 Differentiation of Performance Evaluation in Explanatory Contributions 56
3.3.3 Methodologies and Research Design of Explanatory Contributions 60
3.4 Conclusions and Implications of the Literature Review 62
4 The Research Framework 64
4.1 A Contingency Framework of Role-Specific Performance Evaluation 64
4.1.1 Contingency Theory as Theoretical Background 64
4.1.1.1 Introducing Contingency Theory 65
4.1.1.2 Excluding Other Organization Theories 67
4.1.2 Developing a Contingency Framework of Role-Specific Performance Evaluation 71
4.1.2.1 General Contingency Framework of Role-Specific Performance Evaluation 71
4.1.2.2 Selection of Role Typologies to Specify the Contingency Factor 73
4.1.2.3 Identification of Two Relevant Role Typologies 78
4.1.2.4 Specified Contingency Framework of Role-Specific Performance Evaluation 83
4.1.3 Review of the Contingency Framework 84
4.2 Propositions on Role-Specific Performance Evaluation 87
4.2.1 Performance Evaluation of Subsidiaries in Bartlett and Ghoshal's Role Typology 88
4.2.1.1 Predictions for the Strategic Importance of the Market 88
4.2.1.2 Predictions for the Competence of the Local Organization 91
4.2.1.3 Propositions on the Impact of the Subsidiary Roles on Performance Evaluation 93
4.2.2 Performance Evaluation of Subsidiaries in Gupta and Govindarajan's Role Typology 98
4.2.2.1 Predictions for Knowledge Inflow 99
4.2.2.2 Predictions for Knowledge Outflow 100
4.2.2.3 Propositions on the Impact of the Subsidiary Roles on Performance Evaluation 103
5 The Empirical Study 109
5.1 Research Design 109
5.1.1 Rationale for a Qualitative Case Study Approach 109
5.1.2 The Multiple Case Design 111
5.1.2.1 Introduction on the Case Design 111
5.1.2.2 The Selection of Business Units as Cases 112
5.1.2.3 The Selection of Subsidiaries as Units of Observation 114
5.2 Operationalization of the Elements of the Contingency Framework 117
5.2.1 Operationalization of the Role Typologies 117
5.2.1.1 Operationalization of Bartlett and Ghoshal's Subsidiary Roles 118
5.2.1.2 Operationalization of Gupta and Govindarajan's Subsidiary Roles 125
5.2.2 Operationalization of the Performance Evaluation Concept 129
5.2.2.1 Operationalization of the Role of Performance Evaluation within the Control Mix 129
5.2.2.2 Operationalization of the Content of Performance Evaluation 132
5.2.2.3 Operationalization of the Process of Performance Evaluation 134
5.3 Data Collection 136
5.4 Data Analysis 140
5.5 Review of the Research Approach 147
6 Empirical Findings 151
6.1 Empirical Findings on \ 151
6.1.1 Introducing Eucom and Its Subsidiaries 151
6.1.2 The German Subsidiary of Eucom 153
6.1.2.1 The Roles of the German Subsidiary - Contributor and Global Innovator 154
6.1.2.2 The Evaluation of the Performance of the German Subsidiary 158
6.1.3 The Spanish Subsidiary of Eucom 166
6.1.3.1 The Roles of the Spanish Subsidiary - Implementer and Local Innovator 166
6.1.3.2 The Evaluation of the Performance of the Spanish Subsidiary 170
6.1.4 The Finnish Subsidiary of Eucom 176
6.1.4.1 The Roles of the Finnish Subsidiary - Strategic Leader and Global Innovator 176
6.1.4.2 The Evaluation of the Performance of the Finnish Subsidiary 181
6.1.5 Discussion of the Performance Evaluation at Eucom 188
6.1.5.1 Performance Evaluation of the Eucom Subsidiaries in Bartlett and Ghoshal's Role Typology 188
6.1.5.2 Performance Evaluation of Eucom Subsidiaries in Gupta and Govindarajan's Role Typology 192
6.1.6 Standardization versus Role-Differentiation in Performance Evaluation at Eucom 195
6.2 Empirical Findings on \ 199
6.2.1 Introducing Gloneer and Its Subsidiaries 199
6.2.2 The Gloneer Subsidiary \ 204
6.2.2.1 The Roles of Germany L - Strategic Leader and Local Innovator 204
6.2.2.2 The Evaluation of Germany L's Performance 208
6.2.3 The Gloneer Subsidiary \ 216
6.2.3.1 The Roles of USA L - Strategic Leader and Local Innovator 216
6.2.3.2 The Evaluation of USA L's Performance 217
6.2.4 The Gloneer Subsidiary \ 224
6.2.4.1 The Roles of \ 224
6.2.4.2 The Evaluation of \ 228
6.2.5 The Gloneer Subsidiary \ 234
6.2.5.1 The Roles of Germany S - Contributor and Local Innovator 234
6.2.5.2 The Evaluation of Germany S' Performance 236
6.2.6 The Gloneer Subsidiary \ 242
6.2.6.1 The Subsidiary \ 242
6.2.6.2 The Evaluation of \ 244
6.2.7 The Gloneer Subsidiary \ 249
6.2.7.1 The Roles of Germany P - Contributor and Global Innovator 250
6.2.7.2 The Evaluation of Germany P's Performance 253
6.2.8 The Gloneer Subsidiary \ 259
6.2.8.1 The Roles of \ 259
6.2.8.2 The Evaluation of \ 262
6.2.9 The Gloneer Subsidiary \ 268
6.2.9.1 The Roles of \ 269
6.2.9.2 The Evaluation of \ 273
6.2.10 The Gloneer Subsidiary \ 281
6.2.10.1 The Roles of \ 281
6.2.10.2 The Evaluation of \ 283
6.2.11 Discussion of the Performance Evaluation at Gloneer 288
6.2.11.1 Performance Evaluation of the Gloneer Subsidiaries in Bartlett and Ghoshal's Role Typology 289
6.2.11.2 Performance Evaluation of Gloneer Subsidiaries in Gupta and Govindarajan's Role Typology 297
6.2.11.3 Standardization versus Role-Differentiation in Performance Evaluation at Gloneer 302
6.3 Comparison of the Role-Specific Performance Evaluation at Eucom and Gloneer 307
7 Contributions, Limitations and Implications for Future Research 311
Appendix I: Descriptive Contributions on Performance Evaluation 318
Appendix II: Explanatory Contributions on Performance Evaluation 323
Appendix III: Interviews and Additional Material 337
Appendix IV: Interview Guide 339
Introduction 339
Subsidiary Situation 339
Subsidiary Roles 339
Control Mix 341
Performance Evaluation - Content 342
Performance Evaluation - Process 342
Additional Comments 343
Appendix V: Case-Specific Scales for the Performance Evaluation Process 344
References 347
Vorwort der Herausgeber 5
Foreword of the Editors 6
Foreword 7
Preface 9
Overview of the Contents 11
Contents 12
Figures 17
Tables 19
1 Introduction 23
1.1 Performance Evaluation of Foreign Subsidiaries as a Management Problem 23
1.2 Research Background and Research Questions 24
1.3 Outline of the Study 26
2 Defining Performance Evaluation and Its Role as Control Mechanism 28
2.1 Performance Evaluation as Control Mechanism 28
2.1.1 Control 28
2.1.2 Performance as Achievement of Legitimate Goals 33
2.1.3 Evaluation as Control Step 37
2.2 The Concept of Performance Evaluation 38
2.2.1 The Role of Performance Evaluation within the Control Mix 39
2.2.2 The Content of Performance Evaluation 41
2.2.3 The Process of Performance Evaluation 43
2.3 An Integrative Concept of Performance Evaluation 45
3 Review of the Literature on Performance Evaluation of Foreign Subsidiaries 47
3.1 Objectives and Methodology of the Literature Review 47
3.2 Descriptive Contributions on Performance Evaluation of Foreign Subsidiaries 50
3.2.1 Topics of Descriptive Contributions 51
3.2.2 Differentiation of Performance Evaluation in Descriptive Contributions 52
3.2.3 Methodologies and Research Design of Descriptive Contributions 54
3.3 Explanatory Contributions on Performance Evaluation of Foreign Subsidiaries 55
3.3.1 Topics of Explanatory Contributions 55
3.3.2 Differentiation of Performance Evaluation in Explanatory Contributions 56
3.3.3 Methodologies and Research Design of Explanatory Contributions 60
3.4 Conclusions and Implications of the Literature Review 62
4 The Research Framework 64
4.1 A Contingency Framework of Role-Specific Performance Evaluation 64
4.1.1 Contingency Theory as Theoretical Background 64
4.1.1.1 Introducing Contingency Theory 65
4.1.1.2 Excluding Other Organization Theories 67
4.1.2 Developing a Contingency Framework of Role-Specific Performance Evaluation 71
4.1.2.1 General Contingency Framework of Role-Specific Performance Evaluation 71
4.1.2.2 Selection of Role Typologies to Specify the Contingency Factor 73
4.1.2.3 Identification of Two Relevant Role Typologies 78
4.1.2.4 Specified Contingency Framework of Role-Specific Performance Evaluation 83
4.1.3 Review of the Contingency Framework 84
4.2 Propositions on Role-Specific Performance Evaluation 87
4.2.1 Performance Evaluation of Subsidiaries in Bartlett and Ghoshal's Role Typology 88
4.2.1.1 Predictions for the Strategic Importance of the Market 88
4.2.1.2 Predictions for the Competence of the Local Organization 91
4.2.1.3 Propositions on the Impact of the Subsidiary Roles on Performance Evaluation 93
4.2.2 Performance Evaluation of Subsidiaries in Gupta and Govindarajan's Role Typology 98
4.2.2.1 Predictions for Knowledge Inflow 99
4.2.2.2 Predictions for Knowledge Outflow 100
4.2.2.3 Propositions on the Impact of the Subsidiary Roles on Performance Evaluation 103
5 The Empirical Study 109
5.1 Research Design 109
5.1.1 Rationale for a Qualitative Case Study Approach 109
5.1.2 The Multiple Case Design 111
5.1.2.1 Introduction on the Case Design 111
5.1.2.2 The Selection of Business Units as Cases 112
5.1.2.3 The Selection of Subsidiaries as Units of Observation 114
5.2 Operationalization of the Elements of the Contingency Framework 117
5.2.1 Operationalization of the Role Typologies 117
5.2.1.1 Operationalization of Bartlett and Ghoshal's Subsidiary Roles 118
5.2.1.2 Operationalization of Gupta and Govindarajan's Subsidiary Roles 125
5.2.2 Operationalization of the Performance Evaluation Concept 129
5.2.2.1 Operationalization of the Role of Performance Evaluation within the Control Mix 129
5.2.2.2 Operationalization of the Content of Performance Evaluation 132
5.2.2.3 Operationalization of the Process of Performance Evaluation 134
5.3 Data Collection 136
5.4 Data Analysis 140
5.5 Review of the Research Approach 147
6 Empirical Findings 151
6.1 Empirical Findings on \ 151
6.1.1 Introducing Eucom and Its Subsidiaries 151
6.1.2 The German Subsidiary of Eucom 153
6.1.2.1 The Roles of the German Subsidiary - Contributor and Global Innovator 154
6.1.2.2 The Evaluation of the Performance of the German Subsidiary 158
6.1.3 The Spanish Subsidiary of Eucom 166
6.1.3.1 The Roles of the Spanish Subsidiary - Implementer and Local Innovator 166
6.1.3.2 The Evaluation of the Performance of the Spanish Subsidiary 170
6.1.4 The Finnish Subsidiary of Eucom 176
6.1.4.1 The Roles of the Finnish Subsidiary - Strategic Leader and Global Innovator 176
6.1.4.2 The Evaluation of the Performance of the Finnish Subsidiary 181
6.1.5 Discussion of the Performance Evaluation at Eucom 188
6.1.5.1 Performance Evaluation of the Eucom Subsidiaries in Bartlett and Ghoshal's Role Typology 188
6.1.5.2 Performance Evaluation of Eucom Subsidiaries in Gupta and Govindarajan's Role Typology 192
6.1.6 Standardization versus Role-Differentiation in Performance Evaluation at Eucom 195
6.2 Empirical Findings on \ 199
6.2.1 Introducing Gloneer and Its Subsidiaries 199
6.2.2 The Gloneer Subsidiary \ 204
6.2.2.1 The Roles of Germany L - Strategic Leader and Local Innovator 204
6.2.2.2 The Evaluation of Germany L's Performance 208
6.2.3 The Gloneer Subsidiary \ 216
6.2.3.1 The Roles of USA L - Strategic Leader and Local Innovator 216
6.2.3.2 The Evaluation of USA L's Performance 217
6.2.4 The Gloneer Subsidiary \ 224
6.2.4.1 The Roles of \ 224
6.2.4.2 The Evaluation of \ 228
6.2.5 The Gloneer Subsidiary \ 234
6.2.5.1 The Roles of Germany S - Contributor and Local Innovator 234
6.2.5.2 The Evaluation of Germany S' Performance 236
6.2.6 The Gloneer Subsidiary \ 242
6.2.6.1 The Subsidiary \ 242
6.2.6.2 The Evaluation of \ 244
6.2.7 The Gloneer Subsidiary \ 249
6.2.7.1 The Roles of Germany P - Contributor and Global Innovator 250
6.2.7.2 The Evaluation of Germany P's Performance 253
6.2.8 The Gloneer Subsidiary \ 259
6.2.8.1 The Roles of \ 259
6.2.8.2 The Evaluation of \ 262
6.2.9 The Gloneer Subsidiary \ 268
6.2.9.1 The Roles of \ 269
6.2.9.2 The Evaluation of \ 273
6.2.10 The Gloneer Subsidiary \ 281
6.2.10.1 The Roles of \ 281
6.2.10.2 The Evaluation of \ 283
6.2.11 Discussion of the Performance Evaluation at Gloneer 288
6.2.11.1 Performance Evaluation of the Gloneer Subsidiaries in Bartlett and Ghoshal's Role Typology 289
6.2.11.2 Performance Evaluation of Gloneer Subsidiaries in Gupta and Govindarajan's Role Typology 297
6.2.11.3 Standardization versus Role-Differentiation in Performance Evaluation at Gloneer 302
6.3 Comparison of the Role-Specific Performance Evaluation at Eucom and Gloneer 307
7 Contributions, Limitations and Implications for Future Research 311
Appendix I: Descriptive Contributions on Performance Evaluation 318
Appendix II: Explanatory Contributions on Performance Evaluation 323
Appendix III: Interviews and Additional Material 337
Appendix IV: Interview Guide 339
Introduction 339
Subsidiary Situation 339
Subsidiary Roles 339
Control Mix 341
Performance Evaluation - Content 342
Performance Evaluation - Process 342
Additional Comments 343
Appendix V: Case-Specific Scales for the Performance Evaluation Process 344
References 347
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