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2016 | nr 35/2 | 309--322
Tytuł artykułu

Decision-making Subsidiary Autonomy in Polish Multinational Enterprises: Results of an Empirical Study

Treść / Zawartość
Warianty tytułu
Poziom autonomii filii zagranicznych polskich przedsiębiorstw. Wyniki badań empirycznych
Języki publikacji
EN
Abstrakty
EN
The aim of this paper is to empirically investigate the level of subsidiary autonomy in various decision areas relating to after-sales service, distribution, sales and marketing, procurement, production, research and development, and finance. The paper presents the results of a field survey carried out in 2012 through the direct interview and questionnaires sent by mail to Polish MNE subsidiaries operating abroad. The research results revealed that the subsidiaries of Polish MNEs are given a significant degree of decision-making freedom. In the majority of listed areas the subsidiaries possessed a high degree of autonomy, claiming to take full or partial responsibility for their decisions. Only financial decisions remained predominantly under the control of the parent company. The empirical findings also showed that the age of the subsidiary influenced the extent of autonomy delegated to the subsidiary - the foreign units with a longer period on the host country markets had a greater degree of autonomy. (original abstract)
Celem artykułu jest przedstawienie wyników badania nad stopniem autonomii przedsiębiorstw bezpośredniego inwestowania powstałych w efekcie aktywności inwestycyjnej polskich przedsiębiorstw za granicą. Zaprezentowane badanie przeprowadzono w 2012 roku przy wykorzystaniu metody wywiadu bezpośredniego i ankiety pocztowej. Wyniki badania ujawniły, iż filie zagraniczne polskich przedsiębiorstw cechują się relatywnie wysokim stopniem autonomii. W większości poddanych analizie obszarów decyzyjnych zaobserwowano wysoki stopień niezależności filii. Jedynie decyzje w obszarze działalności finansowej pozostawały głównie pod kontrolą spółki macierzystej. Wyniki badania wskazały również, iż poziom autonomii filii różni się w odniesieniu do jej wieku - filie działające najdłużej na rynkach zagranicznych cechowały się najwyższym stopniem autonomii.(abstrakt oryginalny)
Rocznik
Numer
Strony
309--322
Opis fizyczny
Twórcy
  • Uniwersytet Mikołaja Kopernika
Bibliografia
  • Ambos T.C., Ambos В., Schlegelmilch B.B., 2006, Learning from Foreign Subsidiaries: An Empirical Investigation of Headquarters' Benefit from Reverse Knowledge Transfers, International Business Review, no. 3.
  • Andersso U., Björkman I., Forsgren M., 2005, Managing Subsidiary Knowledge Creation: The Effect of Control Mechanisms on Subsidiary Local Embeddedness, International Business Review, no. 5.
  • Bartlett C.A., Ghoshal S., 1989, Managing Across Borders: The Transnational Solution, Harvard Business School Press, Boston.
  • Birkinshaw J., 1997, Entrepreneurship in Multinational Corporations: The Characteristics of Subsidiary Initiatives, Strategic Management Journal, no. 3.
  • Birkinshaw J., Hood N., 1998, Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies, Academy of Management Review, no. 4.
  • Birkinshaw J., Hood N., Jonsson S., 1998, Building Firm Specific Advantages in Multinational Corporation: The Role of Subsidiary Initiative, Strategic Management Journal, no. 3.
  • Birkinshaw J., Morrison A., 1995, Configurations of Strategy and Structure in Subsidiaries of Multinational Corporations, Journal of International Business Studies, no. 4.
  • Birkinshaw J., Pedersen Т., 2008, Strategy and Management in MNE Subsidiaries, [in:] Oxford Handbook of International Business, ed. A.M. Rugman, Oxford University Press, New York.
  • Bowman S., Duncan J., Weir Ch., 2000, Decision-Making Autonomy in Multinational Corporation Subsidiaries Operating in Scotland, European Business Review, no. 3.
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  • Chiao Y.-Ch., Ying K.-P., 2013, Network Effect and Subsidiary Autonomy in Multinational Corporations: An Investigation of Taiwanese Subsidiaries, International Business Review, no. 4.
  • De Jong G., Dut V. van, Jindra В., Marek P., 2015, Does Country Context Distance Determine Subsidiary Decision-Making Autonomy? Theory and Evidence from European Transition Economies, International Business Review, no. 24.
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  • Hedlund G., 1981, Autonomy of Subsidiaries and Formalization of Headquarters: Subsidiary Relationships in Swedish MNC's, [in:] The Management of Headquarters-Subsidiary Relations in Multinational Corporations, ed. L. Otterbeck, Gower Publishing Co., Aldershot.
  • Homburg Ch., Prigge J-K., 2014, Exploring Subsidiary Desire for Autonomy: A Conceptual Framework and Empirical Findings, Journal of International Marketing, no. 4.
  • Johnston S., 2005, Subsidiary Task and Subsidiary Autonomy, [in:] Headquarters and Subsidiaries in Multinational Corporations: Strategies, Tasks and Coordination, Palgrave Macmillan, Hampshire - New York.
  • Korbin S.J., 2013, Strategic Integration in Fragmented Environment, [in:] Strategies in Global Competition, eds. N. Hood, J.-E. Vahlne, Routledge, London - New York.
  • O'Donnell S.H., 2000, Managing Foreign Subsidiaries: Agent of Headquarters, or an Interdependent Network?, Strategic Management Journal, no. 5.
  • Paterson S.L., Brock D.M., 2002, The Development of Subsidiary-Management Research: Review and Theoretical Analysis, International Business Review, no. 2.
  • Pisoni A., Fratocchi L., Onetti A., 2013, Subsidiary Autonomy in Transition Economies: Italian SMEs in Central and Eastern European Countries, Journal for East European Management Studies, no. 3.
  • Schüler-Zhou Y., Schüller M., 2013, An Empirical Study of Chinese Subsidiaries' Decision-Ma- king Autonomy in Germany, Asian Business & Management, no. 3.
  • Simoes V.C., Biscaya R., Nevado P., 2002, Subsidiary Decision-Making Autonomy: Competences, Integration and Local Responsiveness, [in:] Network Knowledge in International Business, ed. S.M. Lundan, Edward Elgar, Cheltenham.
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  • Young S., Tavares A.T., 2004, Centralization and Autonomy: Back to the Future, International Business Review, no. 2.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171451679

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