论跨国公司治理结构之特性

与国内一般公司相比,跨国公司有着与其迥异的组织结构和治理结构构,这使得国际社会对其规制举步维艰。跨国公司治理问题的不断出现,使得研究跨国公司治理结构具有深刻的现实意义。本文通过对跨国公司治理结构的解构构,分析跨国公司治理结构的特性性,为为更好地完善跨国公司治理中的责任承担机制奠定了基础。其治理结构可以分解为三部分,母公司治理结构、子公司治理结构和母子公司之间的治理结构。其中其中,母子公司治理结构居于核心。跨国公司治理结构是单一公司代理关系突破企业边界和国界的必然结果,呈现出多样性、开放性、高成本和高风险的特点。     

跨国公司的治理结构比较

完善跨国公司的治理结构具有重要价值，但是，世界各国公司治理结构的模式并不相同，这直接影响着跨国公司的母公司、子公司的治理结构，影响者跨国公司母子公司间的联系。美国、德国、日本等发达国家的公司治理模式各不相同，对此比较研究有重要价值和启发。     

跨国公司海外子公司优势资源的获得途径

在国内外有关跨国公司的理论研究中,以跨国公司海外子公司为中心的研究自20世纪80年代起成为越来越活跃的研究方向。学者们开始尝试运用企业网络理论、资源基础论、成长理论等来研究海外子公司与外部环境的互动关系、内在成长动力以及成长机制等重要问题。本文进一步探究跨国公司海外子公司竞争优势的其他来源,以及影响其优势发挥的劣势所在,以期为中国企业应对跨国公司在华子公司,亦为中国企业特别是山东省属国有重点企业集团,建立海外子公司进行跨国经营,提供一些参考和依据。     

论股权之争──对跨国公司子公司股东利益的博弈分析

与出口、许可证交易等进入东道国市场的方式不同的是,跨国公司对外直接投资在东道国建立子公司涉及股权参与,并管理和控制该企业。因此,跨国公司与东道国各股东之间为争夺企业控制权而进行的股权之争始终是跨国公司子公司各利益主体利益冲突与协调的重要问题。下面,本文将对跨国公司子公司的股权之争展开博弈分析。 一、股东资本投入量的基本博弈模型 在劳动量一定的条件下,设跨国公司子公司总资本收益为Ｒ（Ｋ）,满足Ｒ‘（Ｋ）＞０,Ｒ”（Ｋ）＜０,单位资本成本为ｒ,总资本成本为ｒＫ。那么,子公司投入资本所得利润（Ｋ）＝Ｒ（…     

跨国公司外派知识转移影响因素研究

跨国公司的子公司发展有赖于母公司的知识技术,通过其相互间的知识转移得以实现。由于带来竞争优势的隐性知识的无形性和复杂性,跨国派遣是跨国公司向子公司知识转移中普遍采用的形式,外派人员作为母公司与海外子公司的重要纽带,其胜任力直接影响到跨国公司对其子公司知识转移的成功与否。本文提出应从外派员工入手,以子公司知识吸收能力为调节变量,探究外派员工胜任力对跨国公司知识转移效果的影响。     

跨国银行的治理结构与绩效

随着中国加入WTO,大量的国外跨国公司进入我国,中国跨国公司也在逐渐兴起,跨国公司作为经济全球化的载体和主体,其治理面临着新的更为复杂善变的国际环境。跨国公司的治理是一般公司治理跨国化的产物和高级形态,跨国公司治理问题必然成为学者研究的焦点。而跨国银行作为跨国公司的一种,其治理结构也引起了许多学者的关注。     

跨国公司转移定价策略及我国应采取的对策

转移定价(TransferPrice)又称转移价格、调拨价格、内部价格等,是跨国公司内部母公司与子公司、子公司与子公司之间相互约定的出口和采购商品、劳务及技术时使用的一种价格。通常不受市场供求关系的影响,而是根据跨国公司的全球战略和整体利益人为制定。跨国公司在我国实施转移     

跨国公司海外子公司角色演变与发展研究

文章阐述了作为全球化时代经济主体的跨国公司,其行为和决策会对世界经济的发展产生深远的影响。而海外子公司作为跨国公司进行全球扩张的重要手段,其角色演变和发展也会影响跨国公司整体的经营战略。面临竞争的全球化,母公司的价值导向出现显著变化,赋予子公司更大的自主权,以帮助自身获得东道国的创新资源。与此同时,子公司出于自身发展的需要,积极提升其在跨国公司网络内部的战略定位,以谋求获取母国优势资源的优先权。     

跨国公司子公司SCP范式研究框架——基于资源基础观的视角

本文研究决定跨国公司子公司业绩的整个框架体系,即在外部环境和内部因素的共同作用下,网络化和分权化对其子公司学习能力和创新能力的影响,并最终决定了子公司经营业绩的跨领域多层次的理论模型.本文运用国际商务、组织行为和战略管理领域的相关概念,将资源基础观和产业组织理论的SCP范式整合在一起对这一问题进行探讨,不但在一定程度上填补了理论空白,而且对指导中国跨国公司的管理实践具有一定的现实意义.     

跨国公司对其子公司债务的法律责任

跨国公司是国际经济关系的主要参加者,在国际经济中的作用举足轻重.据统计,世界上100家最大的跨国公司(不包括银行和金融机构),其海外投资总额约有1.4万亿美元,占全世界外国直接投资股权的1/3.为此,联合国跨国公司委员会制定了<联合国跨国公司行动守则>(草案)以加强对跨国公司的管制.然而,由于跨国公司经济结构的复杂性,它在国际经济交往中仍然产生了一些特殊的法律问题.本文试就跨国公司对其子公司债务的承担问题进行个案探讨.     

基于治理角度的跨国经营集团管控模式分析

中国企业进行跨国经营,要实现稳定成长和持续发展,就需要国内母公司具有高水平的公司治理和对海外子公司的控制能力。笔者对中国跨国经营集团管理控制实践方式进行了理论概括和优化,把国内母公司对海外子公司的控制模式分为治理控制型、行政控制型、平台控制型三种类型,并对这三种类型进行利弊分析,阐明其适用条件,便于其他企业集团借鉴,从而进一步指导管控实践。     

Determinants of central control and subsidiary autonomy in HRM: the case of foreign‐owned multinational companies in Spain

This article examines the factors affecting HRM subsidiary autonomy within multinational companies (MNCs). Drawing on institutional theory arguments, along with an analysis of the impact of international HRM structures, it attempts to identify the multiplicity of factors influencing subsidiary autonomy with regard to HRM. Using data gathered from a highly representative survey of foreign MNC subsidiaries located in Spain, the results identify a number of factors that hold explanatory power. First, the distance between the home and the host country in terms of variety of capitalism is crucial in explaining variations in subsidiary autonomy. In addition, international HR structures, such as the existence of an international policy‐making body and the use of HR shared service centres or HR data reporting mechanisms, are also important in accounting for the degree of autonomy over HR issues experienced by the MNC subsidiaries in our study.     

Nature and determinants of productivity growth of foreign subsidiaries in Central and East European countries

The paper examines the determinants of productivity growth in foreign manufacturing subsidiaries in five Central and East European (CEE) countries by analysing patterns of control, nature of firms’ capabilities and firms’ market orientations. Building on the so-called ‘subsidiary development’ perspective, we show that productivity growth is determined jointly by corporate governance, production capability and market orientation variables. Within a dominantly production-oriented mandate, CEE subsidiaries have a relatively high level of autonomy in the control of their business functions. Majority foreign equity shareholding has a significant and positive impact on subsidiaries’ productivity growth. Our results show strong regional characteristics.     

Subsidiary initiatives and subsidiary autonomy: Evidence from New Zealand and Brazil

The paper uses evidence from a developed and a developing economy (New Zealand and Brazil) to study the consequence of multinational subsidiary initiative taking for subsidiary autonomy. Initiative taking and autonomy are known to increase the likelihood of a subsidiary continuing to grow and develop. Uncertainty remains as to whether subsidiaries acquire or lose autonomy as they engage in initiatives partly as the willingness to pursue initiatives can be viewed positively or negatively by the parent company. By using cross-country data and distinguishing three types of initiative according to the scope of their potential impact (internal, local and global) the study provides a basis for examining this topic that improves on evidence from a single country or single initiative study. Data from 200 multinational subsidiaries in New Zealand and 172 in Brazil are gathered for analysis. As well as examining the overall relationship between initiative taking and autonomy the study presents the first evidence on this topic for subsidiaries in New Zealand and Brazil. The overall conclusion is that subsidiary initiative taking is likely to increase subsidiary autonomy but the affect over autonomy is dependent upon the type of initiative that the subsidiary undertakes: subsidiary autonomy is more likely to increase as a result of a local market initiative than a global or internal market initiative.     

Determinants of variable pay for top managers of foreign subsidiaries in Finland

There is a large body of research dealing with top management compensation from an agency theory perspective. Difficulties in monitoring top management (the agent) are exacerbated in the multinational corporation, where there are significant information asymmetries between headquarters and foreign subsidiaries. Headquarters may use variable pay for subsidiary top managers to reduce the agency problems. By studying 110 foreign-owned subsidiaries located in Finland, this paper attempts to identify determinants of variable pay to the subsidiary general manager. In line with agency theory, the results suggest that the roles played by the subsidiary influence the compensation strategy used for the subsidiary general manager. However, while agency theory predicts that the cultural distance beween the home country of the multinational corporation and the location of the foreign subsidiary would have an effect on the compensation system, no such effect was found. Instead, in accordance with the institutionalization perspective, we found a significant 'nationality effect' on the use of variable pay.     

Impact of nationality composition in foreign subsidiary on its performance: a case of Korean companies

This study explores how the nationality compositions of management teams and employee groups in foreign subsidiaries can affect subsidiary performance. By analyzing firm-level data on 401 South Korean subsidiaries across 35 countries in the period between 2005 and 2007, we found that balanced compositions in both subsidiary management teams (SMTs) and subsidiary employee groups (SEGs) were positively associated with subsidiary performance. The results suggest that the benefits of balanced composition are higher for both innovative and coordinative tasks conducted by management teams and for simple computational tasks conducted by employee groups. The effect of the SMT and SEG compositions on subsidiary performance, however, may depend on the host country's institutional conditions. These findings have practical implications for multinational staffing strategies in order to ensure high performance in subsidiaries and for host country policies used to attract high quality foreign direct investments.     

The Driving Forces of Subsidiary Absorptive Capacity

The study investigates how a multinational corporation (MNC) can promote the absorptive capacity of its subsidiaries. The focus is on what drives the MNC subsidiary's ability to absorb marketing strategies that are initiated by the MNC parent, as well as how the subsidiary enacts on this absorptive capacity in order to compete in its focal market. The dual embeddedness of MNC subsidiaries plays a key role in this investigation, as subsidiaries belong to the MNC network and are simultaneously embedded in their host country environment. We argue that subsidiary absorptive capacity is formed as a purposeful response to this dual embeddedness. An analysis of marketing strategy absorptions undertaken by 213 subsidiaries reveals that MNCs can assist their subsidiaries to compete in competitive and dynamic focal markets by forming specific organizational mechanisms that are conducive to the development of subsidiary absorptive capacity. The findings hold important theoretical and practical implications.     

Subsidiary staffing,cultural friction,and subsidiary performance: Evidence from Korean subsidiaries in 63 countries

Drawing from the notion of cultural friction and based on the agency theory rationalization of multinational enterprise (MNE) headquarter–subsidiary relationship, we examine the impact of cultural friction in foreign subsidiaries on subsidiary performance. We argue that cultural friction, arising due to a high presence of parent country nationals (PCNs) in culturally distant locations, has a detrimental effect on subsidiary performance. This effect is the strongest when the cultural friction is at the top management team (TMT) level and the weakest when friction is at the regular employee level. However, this relationship is contingent on factors that work as drags or lubricants for cultural friction between PCNs and host country nationals (HCNs). We identify governance mode and language differences between home and host countries as drag parameters and host country experience and subsidiary interdependence as lubricants that condition the effect of cultural friction on subsidiary performance. Empirical findings based on a longitudinal sample of 7,495 foreign subsidiary observations of 467 Korean MNEs in 63 countries during 1990–2014 provide robust support for our theoretical predictions.     

Transferring HR practices within multinational corporations

There is extensive evidence that planned transfers of management practices by the headquarters of multinational corporations (MNCs) to foreign subsidiaries are not always successful. In this article, we outline a model of factors influencing the transfer of HR practices to MNC units abroad. The article has two main contributions. First, we develop a more holistic understanding of the outcome of HR practice transfer as encompassing three dimensions: implementation, internalisation and integration. Second, we expand current explanations of transfers of practices to foreign units. We argue that transfer of HR practices is a social process where the governance mechanisms used by the MNC, characteristics of the subsidiary HR systems, the social relationship between the subsidiary and MNC headquarters, and the transfer approach taken by headquarters management will influence the outcome of the process.     

National vs. corporate culture: Implications for human resource management

Corporate culture has been described as the “glue” that holds organizations together by providing cohesiveness and coherence among the parts. Multinational companies are increasingly interested in promoting corporate culture to improve control, coordination, and integration of their subsidiaries. Yet these subsidiaries are embedded in local national cultures wherein the underlying basic assumptions about people and the world may differ from that of the national and corporate culture of the multinational. These differences may hinder the acceptance and implementation of human resource practices, such as career planning, appraisal and compensation systems, and selection and socialization. This article discusses the assumptions about people and about the world underlying these HRM practices as they may differ from those of the national culture of the subsidiary. Finally, issues concerning the use of corporate culture as a mechanism for globalization will be raised.