Social and Environmental Sustainability,Host Country Characteristics,and the Mediating Effect of Improved Working Practices: Evidence from Multinational Corporations in Malaysia

This study argues that improved working practices acquired from intra-firm technology transfers are a crucial source of organizational sustainability. This study used 252 subsidiaries of foreign-based multinational corporations located in Peninsular Malaysia as a quantitative data source. The findings revealed that market environment, cultural factors, and absorptive capacity significantly improved working practices, which in turn significantly and positively affected the social and environmental sustainability of firms. We recommend that the government of Malaysia formulate and adopt more market-friendly policies while simultaneously providing both insight on the various cultural norms of foreign nations and higher education and training for its citizens to maximize knowledge transfer following foreign investment, which is beneficial for both the host country and the organizations involved.     

The Impact of Distance (External) and Organizational Factors (Internal) on the Knowledge Chain of Multinational Corporations: South Africa as a Host Country

The geographic dispersion of multinational corporations (MNCs) implies that while it gives them access to new and different knowledge from diverse localities, it also adds to the costs and complexities of managing that knowledge and its effective dispersal across geographies. The purpose of this article is to examine how knowledge is transferred within MNCs and provide a framework for this process, particularly focusing on the role that distance (external) and organizational (internal) factors plays therein. A qualitative study is utilized, focusing on two technology companies from different cultural home countries and the technology transfer process with their South African subsidiaries. We find that the standardization of knowledge impacts the creation and diffusion of knowledge; expatriates impact on the creation, diffusion, and adoption; and, finally, relevance and localization impact on the adoption and utilization of knowledge. We present a conceptual framework around trust and rationalization as regards transferring knowledge within MNCs and find some evidence of the impact of distance, particularly cultural, on the methods employed in this transfer. The article illustrates the practical ways in which MNCs organize their internal resources and overcome various dimensions of distance in ensuring knowledge transfers. By choosing companies from such divergent home countries (one industrialized and one newly industrialized, with very different cultural settings) and examining their knowledge transfers with their South African subsidiaries, we are able to unpack various dimensions of distance and how organizational mechanisms affect this process. © 2017 Wiley Periodicals, Inc.     

The Impact of Integration and Responsiveness on MNC Subsidiaries’ Market Orientation

ABSTRACT

In this study, the author explored the impact of integration and local responsiveness on the market orientation of multinational corporations’ foreign subsidiaries. An investigation of a sample of 250 foreign subsidiaries in the United Kingdom revealed different effects of integration and local responsiveness on market orientation. In specific, integration directly impacts the development of market orientation of multinational corporations’ subsidiaries, whereas responsiveness effects on market orientation are mainly indirect through first affecting the top management emphasis and then the use of market-based reward systems at subsidiaries. Managerial and research implications are discussed.     

Subsidiary Technology Upgrading and International Technology Transfer,with Reference to China

This paper reviews the research on technology upgrading in the subsidiaries of transnational corporations and the research on the development of Chinese high technology firms. On the basis of this it develops fresh policy options for government intent upon facilitating international technology transfer to their jurisdictions. Technology upgrading is the use of increasingly complex technologies in products and processes, and the development of the managerial and organizational capabilities needed to leverage those technologies effectively. Technology upgrading by the subsidiaries of transnational corporations can contribute to the economic development of the host region and is often driven by the entrepreneurial activities of subsidiary management. The upgrading process involves collaborating/lobbying with suppliers, headquarters and sister subsidiaries. Economic development policy should foster subsidiary technology upgrading as part of initiatives to increase international technology transfer.     

Knowledge embeddedness and the transfer mechanisms in multinational corporations

This paper reports a qualitative study conducted at four Japanese subsidiaries in China and Vietnam about their process of international knowledge transfer. Building on the literatures concerning the diverse types and characteristics of knowledge in multinational corporations (MNCs), we explore the broad mechanisms adopted and locally generated by the host country subsidiaries for transferring the foreign knowledge and putting the locally embedded knowledge into practical use at the local settings. The findings indicated (1) the limitations of applying a standardized and universal set of knowledge transfer mechanisms without considering local idiosyncrasies and (2) the contributions of local agents and institutions throughout the process of local knowledge adaptation and development.     

Organizational cynicism in multinational corporations in China

Organizational cynicism is a pejorative attitude toward the employing organization induced by mistrust, disillusion, and various negative experiences. Based on cognitive dissonance theory we develop and test a theoretical model of how perceived cultural differences lead to organizational cynicism which in turn results in greater turnover intentions among host country nationals (HCN) employed in foreign subsidiaries of multinational corporations. Furthermore, we argue that the negative effect of perceived cultural differences can be mitigated by localization, i.e. replacement of expatriates by local staff. Survey results from HCN employees in foreign subsidiaries in China confirm the expected relationships.     

The role of subsidiaries from emerging economies—A survey involving the largest Brazilian multinationals

Several research projects have been devoted to the study of the internationalization of Brazilian firms; however there is a lack of research related to the strategy and management of subsidiaries of Brazilian multinational corporations in other countries. This article seeks to contribute to filling this gap. An academic research study was conducted involving 30 Brazilian multinational corporations. Of the 93 subsidiaries involved, 66 foreign subsidiaries answered the questionnaires. The main results concern the identification of three factors and the proposition of a typology of Brazilian subsidiaries of multinational corporations: implementing subsidiaries; market‐exploiting subsidiaries, and aspirants to strategically relevant subsidiaries. © 2012 Wiley Periodicals, Inc.     

Global competition and latecomer production strategies: Samsung of Korea in China

This contribution illustrates how latecomer multinational companies (MNCs) have organized international production activities and maintained their competitive advantage under growing global competition. In doing so, an interdisciplinary approach, including an evolutionary theory of MNCs, global strategic management, and organizational and technological learning, is adopted through the case study of Samsung Electronics as a sample latecomer MNC. Samsung reveals that competition in the electronics industry in China is based on the diferential capabilities of players in the market, and their ability to transfer and improve these capabilities faster than competitors. Latecomer MNCs' foreign subsidiaries are under strong pressure to be actively involved in design and product development activities near to production facilities. In order to gain a sustainable competitive advantage, foreign subsidiaries of latecomer MNCs need to rapidly improve their product innovation capability by combining knowledge transferred from the MNC headquarters and global subsidiaries' networks with information about consumer requirements in the foreign location.     

Organizational learning as a situated routine-based activity in international settings

A large body of research has extensively studied the mechanisms behind organizational learning processes. However, there have been few studies of the learning process that explore the influences of history, context, and social meaning in international settings. Rather, the focus within the international management field has been on knowledge transfer. This study adopts a situated routine-based view of organizational learning to highlight the influence of national institutional characteristics on the acquisition and enactment of new knowledge. It is based on in-depth case studies that systematically compare the ways in which Japanese parent company knowledge diffuses to subsidiaries in the UK automotive industry. It concludes that organizational learning within the context of multinational corporations is shaped by actors’ enactment of new practices that are embedded in broader institutional contexts, where the links between knowledge transfer and the reinforcement of or change in routines are important in determining the level at which a subsidiary learns.     

Revisiting the external impact of MNCs: An empirical study of the mechanisms behind knowledge spillovers from MNC subsidiaries

The majority of studies of knowledge spillovers from the presence of multinational corporations (MNCs) have focused on whether or not, rather than how knowledge spillovers occur from MNC subsidiaries to local host country firms. Using survey data from 210 MNC subsidiaries in Sweden, a composite model is developed examining the impact of two different environmental conditions on the occurrence of knowledge spillovers arising from innovation transfer within MNCs. We distinguish between horizontal knowledge spillovers (i.e., to competitors) and vertical knowledge spillovers (i.e., to customers and suppliers), and emphasise the conceptually important distinction between the two. The former are largely unintentional by nature whereas the latter can be considered as intentional knowledge diffusion. The results show that competitive pressure in the recipient subsidiary's local environment gives rise to unintentional knowledge spillovers, whereas it is negatively related to intentional knowledge diffusion. The results also support the notion that the degree of embeddedness of in a subsidiary's business network in the host country is positively related to intentional knowledge diffusion. An important finding of the study is that there is a positive relationship between intentional knowledge diffusion and unintentional knowledge spillovers.     

The Role of Religiosity in Business and Consumer Ethics: A Review of the Literature

This study investigates antecedents of corporate social responsibility (CSR) in multinational corporations’ (MNCs’) subsidiaries. Using stakeholder theory and institutional theory that identify internal and external pressures for legitimacy in MNCs’ subsidiaries, we integrate international business and CSR literatures to create a model depicting CSR practices in MNCs’ subsidiaries. We propose that MNCs’ subsidiaries will be likely to adapt to local practices to legitimize themselves if they operate in host countries with different institutional environments and demanding stakeholders. We also predict that MNCs’ subsidiaries will be likely to adapt to local practices to avoid spillover effects if their parent companies suffer major legitimacy problems at home or abroad. However, we speculate that MNCs’ subsidiaries will be less likely to adapt to local practices if they are strongly annexed to their parent companies and the benefit to gain internal legitimacy outweighs external legitimacy. This article contributes to the discourse on CSR across borders by exploring the antecedents of CSR practices in MNCs’ subsidiaries at social and organizational levels, and integrating institutional and stakeholder views. We provide a number of propositions for future studies and explore implications for practitioners.     

An exploratory examination into the challenges to technology transfer in the transitional economy of Croatia

In this study, the transfer of technology between foreign multinational corporations (MNCs) and Croatian subsidiaries is explored under a dynamic capabilities perspective. Insights from 80 managers of Croatian subsidiaries are used to explore the issues facilitating and inhibiting technology transfer. The findings suggest that while technology transfer is desired by MNCs, home and host governments, and Croatian subsidiaries, limitations in MNC capabilities to transfer technology, limited governmental assistance, and the inability of Croatian subsidiary managers to apply new technology may hinder effective technology transfer. Implications for academics and practitioners are addressed. © 2005 Wiley Periodicals, Inc.     

Absorptive capacity in foreign subsidiaries: The effects of language-sensitive recruitment,language training,and interunit knowledge transfer

Are multinational corporations able to enhance the development of absorptive capacity in foreign subsidiaries through language-oriented human resource management (HRM) practices? Taking into account that a shared language enhances absorptive capacity and that many multinational corporations are multilingual entities, this question is relevant but given little focused attention in international business research. In this paper, we hypothesize that two language-oriented HRM practices – language-sensitive recruitment and language training – enhance absorptive capacity in foreign subsidiaries. In addition, we hypothesize that interunit knowledge transfer partially mediates the positive relationship between these language-oriented HRM practices and absorptive capacity. Analyses of survey data derived at three points in time from 574 foreign subsidiary units in Japan provide support for these hypotheses.     

Online advertising disclaimers in unregulated markets: use of disclaimers by multinational and local companies in the Brazilian toy industry

ABSTRACT

Researchers have documented whether and how companies use advertising disclaimers in regulated markets. We complement the extant work by analysing a sample of 449 online toy advertisements targeting children in Brazil, a largely unregulated market. Results show that multinational corporations are more likely to include disclaimers in their online ads than local Brazilian companies. Further analyses reveal, however, that advertising disclaimers used by multinational subsidiaries have more distractors that reduce viewer comprehension. Our research contributes to the fields of advertising and institutional theory by being the first to document whether and how multinational subsidiaries use disclaimers in online ads targeting an unregulated market.     

跨国公司内部市场业务知识的转移

跨国公司的一个竞争优势是在全球范围内利用本地创造知识的能力。因此,如何有效地在各个子公司以及子公司与母公司之间转移知识显得尤为重要。跨国公司市场知识转移的重要性以及影响市场知识转移有效性的因素,对我国企业国际经营有很大的启示。     

Beyond Credibility of Doing Business in China: Strategies for Improving Corporate Citizenship of Foreign Multinational Enterprises in China

This study examines the perceptions of Chinese executives concerning corporate social responsibilities in their Chinese subsidiaries of foreign multinational corporations in China. These Chinese subsidiaries are found in the elementary stage of corporate citizen development even though their headquarters are in the advanced stage. The key challenges of moving Chinese subsidiaries to be better corporate citizens in China are specific Chinese business culture, intellectual property rights, internal due process, insufficient Chinese government support, and lack of knowledge of Chinese subsidiaries. Through this study, foreign multinational corporations need to invest in social capital that facilitates the transfer of knowledge of comprehensive corporate responsible practices from the headquarters to their Chinese subsidiaries, and to encourage their Chinese subsidiaries to be more actively engaged with external business partners that support corporate social responsibility.     

MNEs vertical linkages: The experience of Vietnam after Malaysia

Knowledge transfer from multinational corporations to local suppliers in host developing countries have been shown to be substantial and a strong contributor to the competitive upgrading of firms in host economies. Using data provided by multinational subsidiaries, this paper compares the activities of multinationals in both Malaysia and Vietnam. Malaysia is considered because its experience with foreign direct investment is long standing (compared to Vietnam) and useful recommendations can be drawn for Vietnam, allowing for the transition nature of the Vietnamese economy. The objectives of the paper are two-fold: to demonstrate the potential for knowledge transfer between multinationals and their suppliers in both Malaysia and Vietnam; and to build upon this discussion to suggest avenues for Vietnam to maximise beneficial linkages from MNEs.     

Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship

We develop a model of cultural positions in relationships that should be considered in addition to the more conventional cultural distance. We empirically analyse relationships between headquarters and foreign subsidiaries in multinational corporations and how high or low acceptance of power differences at both sides of the relationship is associated with headquarters influence on subsidiary competence development. ANCOVA analyses of 1529 subsidiaries in six European countries, headquartered in 28 countries, provide new insights. We find that relationships with low cultural distance, differ significantly in terms of headquarters influence depending on whether headquarters and subsidiaries agree on accepting or rejecting power differences. Similarly, relationships with high cultural distance differ depending on whether it is headquarters or the subsidiary that is from a high-power-distance culture: we find that headquarters influence is particularly dependent on great acceptance of power differences by the subsidiary.     

Practice creation in multinational corporations: Improvisation and the emergence of lateral knowledge

Lateral collaboration across subsidiaries is beneficial for innovation in multinational corporations (MNCs), such as the creation of new organizational practices, because it helps working towards shared, rather than subsidiary-centric, objectives and creates new knowledge. To instill lateral collaboration, prior research has mainly focused on coordination mechanisms that rely on interpersonal exchanges among dispersed individuals across subsidiaries. However, due to rising concerns over coordination cost and sustainability of international travel, MNCs are increasingly challenged to search for other approaches that require less direct interpersonal interaction across subsidiaries. We, therefore, ask: How can MNCs elicit lateral collaboration during practice creation in a less space-time sensitive way? Drawing on a longitudinal case study, we develop a model of practice creation in MNCs. Our model offers two main insights. First, it details a novel approach for unleashing the benefits of lateral collaboration in globally-linked innovation processes in MNCs. In contrast to emphasizing coordination mechanisms that focus on interpersonal interactions across subsidiaries, our study contributes by detailing the emergence of lateral knowledge through a shared technological artefact as key enabler. Second, our model illuminates how MNCs can innovate new organizational practices that reflect both MNC and local subsidiary needs by adopting an improvisational approach.