CENTERS OF EXCELLENCE IN MULTINATIONAL CORPORATIONS
CENTERS OF EXCELLENCE IN MULTINATIONAL CORPORATIONS
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DOI：
10.1002/smj.273
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发表时间：
2002-11
影响因子：
1.1
通讯作者：
Tony S. Frost;J. Birkinshaw;P. Ensign
中科院分区：
文献类型：
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作者：
Tony S. Frost;J. Birkinshaw;P. Ensign
本文旨在了解的条件下，“卓越中心”出现在跨国公司的外国子公司。我们将卓越中心定义为一个组织单元，它体现了一系列被公司明确认可为价值创造的重要来源的能力，目的是这些能力被公司的其他部门利用和/或传播。借鉴在国际业务和战略管理的重叠研究，我们认为，卓越中心的形成是由子公司的当地环境的条件，以及由子公司的关系与跨国公司的其他部分的各个方面。基于对加拿大99个外国单位的调查，我们的研究结果突出了母公司投资以及内部和外部组织在子公司能力发展中的作用。卓越中心现象的绩效影响也进行了探讨。版权所有© 2002年约翰威利父子有限公司。
This paper seeks to understand the conditions under which ‘centers of excellence’ emerge in foreign subsidiaries of multinational firms. We define a center of excellence as an organizational unit that embodies a set of capabilities that has been explicitly recognized by the firm as an important source of value creation, with the intention that these capabilities be leveraged by and/or disseminated to other parts of the firm. Drawing on overlapping research in international business and strategic management, we argue that the formation of centers of excellence is shaped by conditions in the subsidiary's local environment as well as by various aspects of the subsidiary's relationship with other parts of the multinational firm. Based on a survey of 99 foreign units in Canada, our results highlight the fundamental role played by parent firm investment as well as the role of internal and external organizations in the development of subsidiary capabilities. Performance implications of the center of excellence phenomenon are also explored. Copyright © 2002 John Wiley & Sons, Ltd.