Technology and production strategies of multinational enterprise (MNE) subsidiaries in Europe

This study describes how firm level decisions and capabilities correspond to policy conditions in a host country where local market access is constrained and success is contingent on compliance with cultural hegemony. Using data from surveys gathered from multinational enterprise (MNE) subsidiaries operating in China, we describe the mode of entry the firms have used to penetrate and exploit markets in light of the constrained strategic choices open to their subsidiaries. We also expose the patterns of growth accomplished by the MNE and their underlying bases of competitive advantage. Finally, we relate the degree of centralization we observe among the respondents strategies.

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Subsidiary responses to the institutional characteristics of the host country

Personnel Review ◽

10.1108/pr-08-2015-0222 ◽

2017 ◽

Vol 46 (5) ◽

pp. 870-890 ◽

Cited By ~ 2

Author(s):

Mike Mingqiong Zhang ◽

Cherrie Jiuhua Zhu ◽

Peter Dowling ◽

Di Fan

Keyword(s):

Migrant Workers ◽

Institutional Environment ◽

Multinational Enterprise ◽

Behavioral Characteristics ◽

Entry Modes ◽

Host Countries ◽

Content Type ◽

Rural Migrant ◽

Rural Migrant Workers ◽

Mne Subsidiaries

Purpose The purpose of this paper is to examine the strategic responses of multinational enterprise (MNE) subsidiaries in China toward a unique institutional characteristic – the structural discrimination against rural migrant workers. Design/methodology/approach Based on surveys of 181 firms and 669 rural migrant workers, as well as a case study of eight firms in Jiangsu and Shanghai, the authors examined and compared the human resource management (HRM) policies of MNE subsidiaries and domestic Chinese firms toward rural Chinese migrant workers. Findings This study found that MNE subsidiaries are more likely to accept local discriminatory HRM practices when managing migrant workers. In response to the institutional environments of host countries, MNE subsidiaries tend to share similar behavioral characteristics with local firms and are reluctant to show leadership in initiating institutional change in host countries. Originality/value This study is important since it enables investigation of some prevailing assumptions in the literature. Contrary to common wisdom that MNEs are change agents that proactively engage in institutional entrepreneurship in host countries, this study found that MNEs’ responses to the institutional environment of host countries are shaped by their entry modes and the institutional environment in their home countries. MNEs are as diverse as their home countries and far from forming a unified organizational field with similar behavioral characteristics.

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How do the institutions matter for MNE subsidiaries’ CSR in host countries? Evidence from Chinese overseas subsidiaries

BRQ Business Research Quarterly ◽

10.1177/23409444211044732 ◽

2021 ◽

pp. 234094442110447

Author(s):

Jeoung Yul Lee ◽

Jiyul Choi ◽

Shufeng (Simon) Xiao ◽

Yong Kyu Lew ◽

Byung Il Park

Keyword(s):

Multinational Enterprise ◽

Jel Classification ◽

Institutional Pressures ◽

Social Strategies ◽

Host Countries ◽

Institutional Perspective ◽

Chinese Mnes ◽

Chinese Overseas ◽

Corporate Social ◽

Mne Subsidiaries

Based on the institutional perspective, this article examines whether institutional pressures in home and host countries affect multinational enterprise (MNE) subsidiaries’ corporate social responsibility (CSR) practices and whether the institutional distance between home and host countries moderates these relationships. We collect data from 185 Chinese MNEs’ 349 foreign subsidiaries operating in 27 host countries and conduct a cross-classified multilevel model analysis of the data. The findings indicate that institutional pressures in home and host countries significantly affect the CSR practices of the MNE subsidiaries operating in host countries. Also, we find that the formal and informal institutional distances between the home and host countries exert different interaction effects on these CSR practices. The findings from this study offer useful implications for MNEs’ social strategies for sustainability. JEL CLASSIFICATION: G38, L16, M16, Q17

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Multinational Enterprise and Economic Analysis

10.1017/cbo9780511619113 ◽

2007 ◽

Cited By ~ 156

Author(s):

Richard E. Caves

Keyword(s):

Economic Analysis ◽

Multinational Enterprise

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Hybridization of MNE Subsidiaries

10.1057/9780230233492 ◽

2009 ◽

Cited By ~ 7

Author(s):

Florian A. A. Becker-Ritterspach

Keyword(s):

Mne Subsidiaries

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Bright New Dawns and Bastard Children

Journal of British Cinema and Television ◽

10.3366/jbctv.2018.0417 ◽

2018 ◽

Vol 15 (2) ◽

pp. 252-270

Author(s):

Amy Sargeant

Keyword(s):

Interest Groups ◽

Print Media ◽

Commercial Television ◽

Mutual Advantage ◽

Production Strategies ◽

The 1950S ◽

Programme Content ◽

Recurrent Theme ◽

Trade Press

The article addresses debates around the introduction of commercial television in Britain, conducted in Parliament, lobby groups, the advertising trade press and broader cultural commentary. It notes that the boundaries between these interest groups were porous. The article refers to sample advertisements produced by agencies in anticipation of the 1955 launch of ITV in London and other regions thereafter, setting advertisers' initial caution against the bullishness subsequently checked by the 1962 report of the Pilkington Committee. ‘Americanisation’ is identified as a recurrent theme of anxiety, and advertising as a symptom of it, prompting complaints on both sides of the Atlantic. Many of the production strategies anticipated experimentally in the 1950s are with us still, as are concerns regarding differentiation of advertisements from programme content, advertisements' target audiences and commodities advertised on television. For legislators and advertisers alike, print media provided a model for imitation more often than did cinema. Competition between old and new platforms for advertisements – then as now – is identified as an opportunity for mutual advantage rather than displacement.

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