Multinational corporations and trade union development in Malaysia

This contribution considers the impact of American, Japanese and Australian capital upon organized labour in Malaysia and concludes that the legacy of the multinational corporations' (MNCs') home context is carried forward to the host country. Despite the predictions of globalization theorists, country of origin characteristics interact with local contexts to inform management strategies towards trade unions, rather than being driven by the lowest common denominator of anti-unionism. While there are substantial differences between the MNCs in their approach to trade unions in Malaysia, there is also a degree of conformity in as much as they all embrace the restrictive intent of the Malaysian state's trade union regulatory environment, thereby severely curtailing the power of the union movement.     

Aligning corporate transfer intentions and subsidiary HRM practice implementation in multinational corporations

We study HRM practice implementation in subsidiaries of multinational corporations (MNCs) and diverge from extant research by focusing on alignment, which we conceptualize as the degree to which subsidiary implementation of HRM practices corresponds with the subsidiary-specific transfer intentions of corporate headquarters. In explaining alignment we examine different aspects of the headquarters–subsidiary relationship, namely, the extent of formal control, interpersonal relationships and subsidiary strategic HRM capabilities. Based on a sample of 105 subsidiaries from 12 Nordic MNCs, the results highlight the importance of expatriates, trust and the strategic HRM capabilities of the subsidiary HR function. We conduct post hoc analyses to shed further light on (i) the relationship between our independent variables and the two separate components of alignment – corporate intentions and subsidiary implementation, and (ii) two different types of misalignment – excessive and insufficient.     

The performance effects of vertical and horizontal subsidiary knowledge outflows in multinational corporations

Horizontal and vertical subsidiary knowledge outflows in multinational corporations (MNCs) are argued to be central to effective MNC performance. Building on the knowledge-based view of the firm, we develop a conceptual model to investigate the performance consequences, determinants and interaction effects due to coordination and control mechanisms, of horizontal and vertical MNC subsidiary knowledge outflows. The hypotheses are empirically tested with a dataset comprised of survey and archival data from over 200 MNC subsidiaries. Results indicate that explicitness and communication positively influence vertical and horizontal subsidiary knowledge outflows and that national cultural distance, centralization, formalization, and specialized resources moderate these influences. We also find that knowledge outflows to headquarters and to peer subsidiaries enhance an MNC's financial performance (i.e., return on assets). The results provide substantive evidence as to how vertical and horizontal knowledge operate within MNCs.     

Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda

The focus of this article is on discussing the foundations, conceptual development, and implications of resource interaction in inter-organizational networks. The article conceptualizes and classifies resources before discussing how resource interfaces enable to utilize, manage, and change resources. In doing so it provides a set of basic principles as to how resources interact at a network level, or how firms combine, develop, mobilize, and manage resources over time. This is in strong contrast to a focus on the acquisition, accumulation, and exchange of resources by the firm. The article further provides a comparison with two other research streams, the Resource-Based view (RBV) and the Service-Dominant logic (S-D logic), in order to better position this perspective on inter-organizational resource interaction. It concludes by discussing an agenda for further research.     

Network effect and subsidiary autonomy in multinational corporations: An investigation of Taiwanese subsidiaries

Considering the lack of empirical evidence on the subsidiary autonomy of firms from Asian developing countries, which are usually smaller in size and have limited international experience, this study investigates the antecedents of subsidiary autonomy from a network perspective. We assess the range and the strength of both internal network (i.e., technological network) and external network (i.e., supplier's and distributor's networks) on subsidiary autonomy. Examining a sample of 1473 manufacturers extracted from a Taiwanese government-maintained database, we find that (1) a firm will grant less autonomy to a subsidiary with more internal network range and stronger internal network strength, and (2) a firm will grant more autonomy to a subsidiary with more external network range and stronger external network strength.     

Resource interaction in inter-organizational networks: Introduction to the special issue

This article introduces the special issue of Journal of Business Research on the topic of resource interaction in inter-organizational networks. Both networks and resources receive considerable attention in the field of business studies. As companies specialize further and rely on cooperative agreements with external parties, the importance of networks is gaining increasing recognition. Resources are typically a key factor for identifying a company's competencies, or its sources of growth, profitability, and sustained competitive advantage. This special issue takes a novel approach by directing attention toward the processes of interaction in which companies combine and recombine resources at the network level. This approach provides new insights into the development, production, exchange, and use of resources. The introductory article also reviews the 13 articles in this special issue and concludes by discussing their contributions to the fields of marketing, innovation, entrepreneurship, and logistics.     

Legitimizing the apprenticeship practice in a distant environment: Institutional entrepreneurship through inter-organizational networks

This paper asks how Multinational Enterprises (MNEs) engage in institutional entrepreneurship to successfully transfer the organizational practice of apprenticeship-based training from Continental Europe to the distant host environment of the United States. In our case study, we highlight the important role of inter-organizational networks to coordinate engagement with the cognitive, normative, and regulative pillars of host country institutions. This networked form of institutional entrepreneurship involves the formation of inter-organizational networks for the purpose of bringing about institutional change collaboratively. In the process of transferring apprenticeship, a particular vision of workforce training was created, support gathered, and institutional change was sustained locally around the issue of training. We argue further that networked institutional entrepreneurship is a useful strategic tool to overcome the particular kind of institutional distance between the institutional settings of more coordinated market economies (CMEs) and more liberal market-oriented economies (LMEs). We contribute to existing knowledge by showing how practice transfer is shaped by particular kinds of institutional distance, and highlighting the role of inter-organizational networks as a way of governing collective agency associated with institutional entrepreneurship and the emergence of new local proto-institutions.     

U.s. Multinational staffing practices and implications for subsidiary performance in the u.k. And thailand

This study addresses two questions about the U.K. and Thai subsidiaries of U.S. multinationals: (1) What is the relationship between a company's staffing policy and subsidiary performance? and (2) When are companies more likely to use an expatriate rather than a local manager? The study concludes that local managers are most effective in subsidiaries located in a developing country, subsidiaries that rely on a local customer base, and subsidiaries with marketing themes similar to the themes used at their U.S. headquarters. Expatriates are more likely to be in charge of larger subsidiaries and those with a marketing theme similar to that of the headquarters. ? 2001 John Wiley & Sons, Inc.     

Expatriate utilization,subsidiary knowledge creation and performance: The moderating role of subsidiary strategic context

Little research examines the mechanisms for the relationship between expatriate utilization and subsidiary performance. Building on the knowledge-based view of the firm, we propose a multi-stage mediation model to explain how expatriate staffing promotes subsidiary financial performance. Our results underscore that expatriate utilization has an indirect, mediated effect on subsidiary financial performance through its links with subsidiaries’ knowledge creation and product performance. Adopting a moderated mediation approach, we also find that the indirect relationship between expatriate utilization and subsidiary product performance via subsidiary knowledge creation is strengthened by the context of transnational strategy as a moderating contingency.     

The role of networking and commitment in foreign market entry process: Multinational corporations in the Chinese automobile industry

This study addresses the role of business networking and commitment to local market when MNCs enter an emerging market. We investigate the reasons for variations in the speed of MNCs’ foreign market entry. Particularly, we examine whether MNCs’ networking with the key local actors facilitates MNCs’ entry and whether learning and commitment in the context of networking affects the speed of MNCs’ entry process in the Chinese automobile market. The study is based on the experiences of three MNCs, a U.S.-based firm, a European firm, and a Korean firm. Data is collected through in-depth interviews and through secondary sources related to the entry process of these cases. The cases illustrate that speed of foreign market entry is significantly influenced by business networking between MNCs and the key business and socio-political actors, since different types of business networking determine the level of learning and commitment. Our cases also show that the effects of business networking generated during the initial foreign market entry by the MNC may be different than those during sequential entries.     

Firm-specific intangible assets and subsidiary profitability: The moderating role of distance,ownership strategy and subsidiary experience

How does distance attenuate the value of MNC parent intangible assets on affiliate profitability? Beyond the basic assumption of internalization theory about the positive relationship between parent intangibles and foreign affiliate performance, we test how this relationship, is contingent on ownership strategy, subsidiary experience, and is moderated by the distance between home and host economies, in terms of differences in technological capacity, intellectual property regimes, economic development, language and geography. Based on newly-available accounting data on intangible assets, we test hypotheses on a sample of over 2000 multinationals and 5000 of their overseas affiliates in 45 home and host economies.     

Experience, environment, and subsidiary performance in high-tech MNEs

This study investigates an inverted U-shaped relationship between host country experience and subsidiary performance, and further explores the contingent relationship of host country experience and subsidiary performance under industrial and environmental contexts. In examining a sample of the 1596 Taiwan's electronics MNEs, this study finds that host country experience shows an inverted U-shaped effect on subsidiary profitability. When considering the industry similarity, this result demonstrates that the host country experience has stronger diminishing marginal returns on a focal subsidiary profitability in similar industries at high levels of experience. This study further examines the interaction effect of environmental contexts and host country experience on subsidiary profitability in similar industries, the results shows that the interaction effect of environmental difficulties and host country experience positively impacts subsidiary profitability, while the interaction effect of cultural distance and host country experience insignificantly affects on subsidiary profitability.     

Alliances,Acquisitions and Multinational Advantage

This paper reviews recent empirical evidence to assess the implications of alliance formation and increasing merger and acquisition activity of multinationals in the context of the eclectic paradigm. Specifically, the paper will concentrate on the performance implications of international expansion via alliances and mergers, and their relationship to the so-called asset-augmenting foreign direct investment. It has been argued in the literature that the way in which multinationals are able to build on their existing advantages and to add to them by virtue of their international activities confers specific benefits to multinationality. We argue that the growth of cross-border acquisitions and alliances as modalities for international expansion has resulted from the continuing convergence of value-adding capabilities within the Triad, and while such activity can help to augment the asset base of the investing firms, it also has potentially anti-competitive implications.