{"title":"体制混乱如何影响跨国公司子公司控制系统的选择","authors":"B. Elango","doi":"10.1108/ccsm-02-2023-0019","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This study seeks to explicate how institutional disruptions impact multinational corporation (MNC) subsidiary control choices. It uses institutional theory to understand the influence of formal and informal institutions across countries on the type of control system employed in an MNC manufacturing subsidiary.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>This study’s sample is based on a unique dataset from five trustworthy sources. We use multi-level models to account for the hierarchical nature of the sample of 1,630 multinational subsidiaries spread across 26 host countries by firms from 21 home countries.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The institutional distance between the host and the home country has a negative relationship with strategic control. In contrast, the home country’s power distance has a positive relationship with strategic control.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>Study findings indicate the need to incorporate formal and informal institutional elements in the control system’s conceptual framing and design. This notion complements existing visualizations of optimizing MNC controls through extant articulations of minimizing governance costs through organizational design choices or strategic needs.</p><!--/ Abstract__block -->","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":"6 1","pages":""},"PeriodicalIF":1.9000,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"How institutional disruptions impact the choice of MNC subsidiary control systems\",\"authors\":\"B. Elango\",\"doi\":\"10.1108/ccsm-02-2023-0019\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>This study seeks to explicate how institutional disruptions impact multinational corporation (MNC) subsidiary control choices. It uses institutional theory to understand the influence of formal and informal institutions across countries on the type of control system employed in an MNC manufacturing subsidiary.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>This study’s sample is based on a unique dataset from five trustworthy sources. We use multi-level models to account for the hierarchical nature of the sample of 1,630 multinational subsidiaries spread across 26 host countries by firms from 21 home countries.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>The institutional distance between the host and the home country has a negative relationship with strategic control. In contrast, the home country’s power distance has a positive relationship with strategic control.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>Study findings indicate the need to incorporate formal and informal institutional elements in the control system’s conceptual framing and design. This notion complements existing visualizations of optimizing MNC controls through extant articulations of minimizing governance costs through organizational design choices or strategic needs.</p><!--/ Abstract__block -->\",\"PeriodicalId\":51820,\"journal\":{\"name\":\"Cross Cultural & Strategic Management\",\"volume\":\"6 1\",\"pages\":\"\"},\"PeriodicalIF\":1.9000,\"publicationDate\":\"2024-03-15\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Cross Cultural & Strategic Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/ccsm-02-2023-0019\",\"RegionNum\":4,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Cross Cultural & Strategic Management","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/ccsm-02-2023-0019","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
How institutional disruptions impact the choice of MNC subsidiary control systems
Purpose
This study seeks to explicate how institutional disruptions impact multinational corporation (MNC) subsidiary control choices. It uses institutional theory to understand the influence of formal and informal institutions across countries on the type of control system employed in an MNC manufacturing subsidiary.
Design/methodology/approach
This study’s sample is based on a unique dataset from five trustworthy sources. We use multi-level models to account for the hierarchical nature of the sample of 1,630 multinational subsidiaries spread across 26 host countries by firms from 21 home countries.
Findings
The institutional distance between the host and the home country has a negative relationship with strategic control. In contrast, the home country’s power distance has a positive relationship with strategic control.
Originality/value
Study findings indicate the need to incorporate formal and informal institutional elements in the control system’s conceptual framing and design. This notion complements existing visualizations of optimizing MNC controls through extant articulations of minimizing governance costs through organizational design choices or strategic needs.
期刊介绍：
Cross Cultural & Strategic Management (CCSM), is dedicated to providing a forum for the publication of high quality cross-cultural and strategic management research in the global context. CCSM is interdisciplinary in nature and welcomes submissions from scholars from international business, management and other disciplines, such as anthropology, economics, political science, psychology and sociology. The goal of CCSM is to publish discerning, theoretically grounded, evidence-based and cutting edge research on issues relevant to all aspects of global management. CCSM is especially interested in theoretical and empirical papers that investigate new and unique ideas and/or are multilevel (micro-meso-macro) and/or are multidisciplinary in nature. Research papers submitted to CCSM are expected to include an answer to the question: What is the contribution of this paper to the literature and the field of international business and managing in the global context? CCSM accepts theoretical/conceptual and empirical papers based on quantitative and qualitative research endeavors that advance our overall knowledge of international business. This includes research that yields positive, neutral or negative findings as long as these studies are based on sound research methodology, and have a good command of the theory/literature that pertains to the phenomena under investigation. These studies should also provide a more in-depth interpretation of the reason(s) for the findings and include more detailed recommendations for future research directions.
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