Resource Flows within Multinational Corporations: Implications for Subsidiary Strategy

2002 ◽  
Vol 3 (1) ◽  
pp. 25-46
Author(s):  
Jiatao LiTrond Randøy ◽  
Trond Randøy
Keyword(s):  
Multinational Corporations ◽  
Multinational Corporation ◽  
Strong Support ◽  
Two Dimensions ◽  
Service Industries ◽  
Foreign Subsidiaries ◽  
Global Integration ◽  
Foreign Companies ◽  
Resource Flows ◽  
Subsidiary Roles

Built on the network conceptualization of the multinational corporation (MNC) in the literature, this paper explores three sets of intra-MNC resource flows that facilitate global integration: capital, knowledge, and product flows. By considering both the direction and intensity of the resource flows, this paper presents a framework for analyzing the strategic roles of foreign subsidiaries. We explore this framework with data on U.S. subsidiaries of foreign companies in 46 manufacturing and service industries and 24 MNC home countries. Differences in subsidiary roles are analyzed along two dimensions: the extent to which the subsidiary is a provider of resources to, or a user from, the MNC network. The results provide strong support for differentiated subsidiary roles in relation to the direction and intensity of intra-MNC resource flows. This framework provides managers with better understanding of global integration across subsidiaries.

Technology Adoption by Subsidiaries of a Multinational Corporation: An Actor–Network Perspective

2010 ◽  
Vol 09 (01) ◽  
pp. 65-79
Author(s):  
Janis R. Hilaricus
Keyword(s):  
Technology Adoption ◽  
Multinational Corporations ◽  
Network Theory ◽  
Multinational Corporation ◽  
Actor Network Theory ◽  
Adoption Process ◽  
Global Integration ◽  
Actor Network ◽  
Adoption Of Technology

International business (IB) and management information system (MIS) literature have focused respectively on the adoption process in multinational corporations (MNCs) and on the adoption of technology in organisations. This paper investigates the process of technology adoption in MNCs and draws on the actor–network theory (ANT) in order to understand the process of technology adoption in MNCs. A case study of a French-owned subsidiary in Brazil is utilised for the conclusions. First, through data analysis, it is discovered that people established connections that differ in being either beneficial or detrimental to technology adoption. Next, it is proposed that the decision to adopt is constantly being renegotiated, whereas previous research assumes a single adoption choice for individuals and organisations. Finally, this paper shows how boundary objects may help MNCs to cope with the conflicting pressures of global integration and national responsiveness.

Instrumental and Ideological Union Commitment: Longitudinal Assessment of Construct Validity

2001 ◽  
Vol 17 (2) ◽  
pp. 98-111 ◽  
Author(s):  
Anders Sjöberg ◽  
Magnus Sverke
Keyword(s):  
Construct Validity ◽  
Temporal Stability ◽  
Strong Support ◽  
Internal Consistency Reliability ◽  
Measurement Model ◽  
Two Dimensions ◽  
Model Parameters ◽  
Longitudinal Assessment ◽  
Union Commitment ◽  
Union Participation

Summary: Previous research has identified instrumentality and ideology as important aspects of member attachment to labor unions. The present study evaluated the construct validity of a scale designed to reflect the two dimensions of instrumental and ideological union commitment using a sample of 1170 Swedish blue-collar union members. Longitudinal data were used to test seven propositions referring to the dimensionality, internal consistency reliability, and temporal stability of the scale as well as postulated group differences in union participation to which the scale should be sensitive. Support for the hypothesized factor structure of the scale and for adequate reliabilities of the dimensions was obtained and was also replicated 18 months later. Tests for equality of measurement model parameters and test-retest correlations indicated support for the temporal stability of the scale. In addition, the results were consistent with most of the predicted differences between groups characterized by different patterns of change/stability in union participation status. The study provides strong support for the construct validity of the scale and indicates that it can be used in future theory testing on instrumental and ideological union commitment.

scholarly journals Three faces of the online leftists: An exploratory study based on case observations and big-data analysis

2020 ◽  
Vol 6 (1) ◽  
pp. 67-101
Author(s):  
Yong Gui ◽  
Ronggui Huang ◽  
Yi Ding
Keyword(s):  
Big Data ◽  
Big Data Analytics ◽  
Strong Support ◽  
Negative Attitude ◽  
Two Dimensions ◽  
Supervised Machine Learning ◽  
Interaction Patterns ◽  
Left Wing ◽  
Mixed Approach ◽  
Method Approach

Left-leaning social thoughts are not a unitary and coherent theoretical system, and leftists can be divided into divergent groups. Based on inductive qualitative observations, this article proposes a theoretical typology of two dimensions of theoretical resources and position orientations to describe left-wing social thoughts communicated in online space. Empirically, we used a mixed approach, an integration of case observations and big-data analyses of Weibo tweets, to investigate three types of left-leaning social thoughts. The identified left-leaning social thoughts include state-centered leftism, populist leftism, and liberal leftism, which are consistent with the proposed theoretical typology. State-centered leftism features strong support of the state and the current regime and a negative attitude toward the West, populist leftism is characterized by unequivocal affirmation of the revolutionary legacy and support for disadvantaged grassroots, and liberal leftism harbors a grassroots position and a decided affirmation of individual rights. In addition, we used supervised machine learning and social network analysis techniques to identify online communities that harbor the afore-mentioned left-leaning social thoughts and analyzed the interaction patterns within and across communities as well as the evolutions of community structures. We found that during the study period of 2012–2014, the liberal leftists gradually declined and the corresponding communities dissolved; the interactions between populist leftists and state-centered leftists intensified, and the ideational cleavage between these two camps increased the online confrontations. This article demonstrates that the mixed method approach of integrating traditional methods with big-data analytics has enormous potential in the sub-discipline of digital sociology.

Bicultural Managers and their Role in Multinational Corporations

2012 ◽  
pp. 43-55 ◽  
Author(s):  
Kathrin Kiesel ◽  
Parissa Haghirian
Keyword(s):  
Multinational Corporations ◽  
Multinational Corporation ◽  
Family Background ◽  
Ethnically Diverse ◽  
Controversial Issue ◽  
Industrialized Countries ◽  
The Us

Exposure to other cultures is common through extensive travel, living in ethnically diverse environments, attending universities abroad, or having work assignments in other countries. In places like the US, more and more people cannot fit themselves into certain ethnic categories, thinking of themselves as being “mixed” (Goldstein & Morning, 2000) or bicultural. This phenomenon has been recognized and researched increasingly in recent years. One aspect is the question on how different societies deal with bicultural people. In this chapter, the authors investigate individuals with a bicultural family background and investigate how this biculturality reflects on their role in business. The survey presented in this paper investigates the relevance of bicultural skills and consequently the roles that bicultural managers play in multinational corporations. To investigate this issue the survey was conducted among managers who had one Japanese and a Non-Japanese parent and worked in a multinational corporation in Japan. Japan was chosen, because it is a more controversial issue in Japan than in other industrialized countries.

Marketing Channel Management by Multinational Corporations in Foreign Markets

2018 ◽  
Vol 82 (4) ◽  
pp. 49-69 ◽  
Author(s):  
Rajdeep Grewal ◽  
Amit Saini ◽  
Alok Kumar ◽  
F. Robert Dwyer ◽  
Robert Dahlstrom
Keyword(s):  
Political Economy ◽  
Multinational Corporations ◽  
Research Agenda ◽  
Marketing Channel ◽  
Marketing Channels ◽  
The Political ◽  
Channel Management ◽  
Foreign Subsidiaries ◽  
Foreign Markets ◽  
Channel Structures

Multinational corporations (MNCs) are adopting increasingly diverse and complex marketing channels to sell their products worldwide. They strive to manage channels that confront diverse demands from headquarters, foreign subsidiaries, and local partners as well as complex market environments. Because extant research on MNCs’ marketing channels is sparse, the authors propose an organizing framework to spur and guide research on MNC channel management. As a meta-theory that integrates economic and social elements of MNC channel management, the political economy perspective is used to propose two testable frameworks pertaining to determinants of (1) MNC marketing channel structures and processes and (2) MNC marketing channel outcomes. Building on these frameworks, the authors advance a research agenda to test substantive relationships, elaborate new constructs, and illustrate new contexts pertaining to MNC marketing channels. A set of propositions illustrates the applicability of these conceptual frameworks.

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