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Managing subsidiary dynamics = headquarters role, capability development and China strategy /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Managing subsidiary dynamics/ edited by Joseph L.C. Cheng, Elizabeth Maitland, Stephen Nicholas.{me_controlnum}
其他題名:	headquarters role, capability development and China strategy /
其他作者:	Cheng, Joseph L. C.
出版者:	Bingley :Emerald Jai, : 2009.,
面頁冊數:	1 online resource (xvi, 247 p.) :ill.
內容註:	Preface / Joseph L.C. Cheng, Elizabeth Maitland, Stephen Nicholas --In search of the matrix advantage: a reexamination of the fit of matrix structures to transnational strategy / Lex Donaldson -- The dynamics of attention markets in multinational enterprises / Cyril Bouquet, Julian Birkinshaw-- Subsidiaries in motion: assessing the impact of sunk versus flexible assets / Elizabeth Maitland, André Sammartino --Commentary: the changing dynamics of headquarters-subsidiary relations:toward greater system flexibility / Joseph L.C. Cheng -- Subsidiary capability development in multinational enterprises: an empirical investigation / Sea-Jin Chang, Philip M. Rosenzweig -- Does knowledge sharingpay? a multinational subsidiary perspective on knowledge outflows / Volker Mahnke, Torben Pedersen, Markus Venzin -- Commentary: the liability of foreignness, capabilities, knowledge, and the performance of the subsidiary / Timothy M. Devinne -- New perspectives on subsidiaries in the transition economy of China / Yue Wang, Stephen Nicholas -- The effects of strategies on the management control-performance relationship inSino joint ventures / Stewart R. Miller, Roger Calantone, Daniel C. Indro, Malika Richards -- Competition, learning, and foreign entry strategy: a macro organization perspective / Jiatao Li, Jing Yu Yang -- Commentary subsidiary operations in China: learning in an evolving institutional environment / Tailan Chi.
標題:	International business enterprises - Decision making. -
電子資源:	http://www.emeraldinsight.com/1571-5027/22
ISBN:	9781848556676 (electronic bk.)

Managing subsidiary dynamics = headquarters role, capability development and China strategy /
Managing subsidiary dynamicsheadquarters role, capability development and China strategy /[electronic resource] :edited by Joseph L.C. Cheng, Elizabeth Maitland, Stephen Nicholas.{me_controlnum} - Bingley :Emerald Jai,2009. - 1 online resource (xvi, 247 p.) :ill. - Advances in international management,v. 221571-5027 ;. - Advances in international management ;v. 15..

Includes bibliographical references.

Preface / Joseph L.C. Cheng, Elizabeth Maitland, Stephen Nicholas --In search of the matrix advantage: a reexamination of the fit of matrix structures to transnational strategy / Lex Donaldson -- The dynamics of attention markets in multinational enterprises / Cyril Bouquet, Julian Birkinshaw-- Subsidiaries in motion: assessing the impact of sunk versus flexible assets / Elizabeth Maitland, André Sammartino --Commentary: the changing dynamics of headquarters-subsidiary relations:toward greater system flexibility / Joseph L.C. Cheng -- Subsidiary capability development in multinational enterprises: an empirical investigation / Sea-Jin Chang, Philip M. Rosenzweig -- Does knowledge sharingpay? a multinational subsidiary perspective on knowledge outflows / Volker Mahnke, Torben Pedersen, Markus Venzin -- Commentary: the liability of foreignness, capabilities, knowledge, and the performance of the subsidiary / Timothy M. Devinne -- New perspectives on subsidiaries in the transition economy of China / Yue Wang, Stephen Nicholas -- The effects of strategies on the management control-performance relationship inSino joint ventures / Stewart R. Miller, Roger Calantone, Daniel C. Indro, Malika Richards -- Competition, learning, and foreign entry strategy: a macro organization perspective / Jiatao Li, Jing Yu Yang -- Commentary subsidiary operations in China: learning in an evolving institutional environment / Tailan Chi.

A major development in recent research on the multinational enterprise (MNE) is the increasedattention given to the interdependent, differentiated roles of the subsidiaries and their implications for MNE and subsidiary management. Paralleling this development is the shift away from studying subsidiaries as subunits to be controlled by the headquarters to investigating what subsidiaries do and how their activities can help develop firm-specific advantages. This volume includes contributions from leading scholars in the field from North America, Europe, and Asia-Pacific. Different from the traditional, single-discipline based investigation, it presents a multi-disciplinary approach to researching subsidiary dynamics and its effective management, with a focus on three important issues: the role of the headquarters within the context of subsidiaries as members of a differentiated, interdependent network; the development of subsidiary capabilities and their impact on firm performance; and, subsidiaries as learning agents for the MNE, particularly in emerging markets such as China.

ISBN: 9781848556676 (electronic bk.)Subjects--Topical Terms:

1557449
International business enterprises
--Decision making.

LC Class. No.: HD62.3 / .M363 2009

Dewey Class. No.: 658/.049

Managing subsidiary dynamics = headquarters role, capability development and China strategy /
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520 $a A major development in recent research on the multinational enterprise (MNE) is the increasedattention given to the interdependent, differentiated roles of the subsidiaries and their implications for MNE and subsidiary management. Paralleling this development is the shift away from studying subsidiaries as subunits to be controlled by the headquarters to investigating what subsidiaries do and how their activities can help develop firm-specific advantages. This volume includes contributions from leading scholars in the field from North America, Europe, and Asia-Pacific. Different from the traditional, single-discipline based investigation, it presents a multi-disciplinary approach to researching subsidiary dynamics and its effective management, with a focus on three important issues: the role of the headquarters within the context of subsidiaries as members of a differentiated, interdependent network; the development of subsidiary capabilities and their impact on firm performance; and, subsidiaries as learning agents for the MNE, particularly in emerging markets such as China.
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650 7 $a Business & Economics $x Management. $2 bisacsh $3 1556345
700 1 $a Cheng, Joseph L. C. $q (Joseph Lap-Chiu), $d 1952- $3 1556758
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700 1 $a Nicholas, Stephen, $d 1946- $3 1557448
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