Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK
Chang, Yi Ying, Mellahi, Kamel and Wilkinson, Adrian. (2009) Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK. International Journal of Human Resource Management, Vol.20 (No.1). pp. 75-95. ISSN 0958-5192Full text not available from this repository.
Official URL: http://dx.doi.org/10.1080/09585190802528383
There has been considerable research over the past few decades on the process through which headquarters of multinationals from developed economies exercise control over their network of subsidiaries in foreign countries. However, little research has been conducted on multinationals from emerging economies operating in developed countries. In this article, we examine the motives for, and mechanisms by which, headquarters of Taiwanese multinationals exercise control over their subsidiaries in the UK. The article draws on data collected through 66 interviews with top managers and human resource managers from four UK based subsidiaries of Taiwanese multinationals. The study reveals that Taiwanese multinationals use both output control and behaviour control to manage their subsidiaries in the UK.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor|
|Divisions:||Faculty of Social Sciences > Warwick Business School > Marketing & Strategic Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||International Journal of Human Resource Management|
|Number of Pages:||20|
|Page Range:||pp. 75-95|
|Access rights to Published version:||Restricted or Subscription Access|
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