Managing Subsidiary Dynamics Headquarters Role, Capability Development, and China Strategy
“Managing Subsidiary Dynamics: Headquarters Role, Capability Development, and China Strategy” by Joseph L.C. Cheng, published by Emerald Group Publishing on July 3, 2009, offers an in-depth exploration of the evolving roles of subsidiaries within multinational enterprises (MNEs). This 264-page volume presents a shift in perspective, moving away from viewing subsidiaries merely as controlled subunits to recognizing their contributions in developing firm-specific advantages. The book features insights from leading scholars across North America, Europe, and the Asia-Pacific region, emphasizing a multi-disciplinary approach to understanding subsidiary dynamics.
Readers will find a comprehensive examination of three key issues: the role of headquarters in managing subsidiaries as part of an interdependent network, the development of subsidiary capabilities and their influence on overall firm performance, and the function of subsidiaries as learning agents, particularly in emerging markets like China. This edition provides a thorough analysis of business and economics concepts relevant to international management, making it a valuable resource for those interested in the complexities of subsidiary management in a global context.
Official synopsis Publisher
A major development in recent research on the multinational enterprise (MNE) is the increased attention 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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