Subsidiary control in Japanese, German and US multinational corporations: Direct control from headquarters versus indirect control through expatriation
Subsidiary control in Japanese, German and US multinational corporations: Direct control from headquarters versus indirect control through expatriation
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日本、德国和美国跨国公司的子公司控制：总部直接控制与外派间接控制
DOI：
10.1057/abm.2013.6
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发表时间：
2013
影响因子：
3.9
通讯作者：
Helene Tenzer
中科院分区：
文献类型：
--
作者：
Markus Pudelko;Helene Tenzer
本研究探讨了日本、德国和美国跨国公司（MNCs）在多大程度上使用两种不同的子公司控制机制：通过总部的直接控制和通过在子公司管理层的关键职位上配备外籍人员的间接控制。基于617家子公司的数据，我们发现，美国跨国公司更注重前者，而日本跨国公司主要依赖于后者。德国跨国公司采取中间立场。此外，我们发现，在这三个国家，技术管理职能比文化敏感领域受到更严格的控制。日本跨国公司对通过外派人员控制子公司的依赖表明，这些公司特别迫切需要投资于全球人才管理系统。
This study examines the degree to which Japanese, German and US multinational corporations (MNCs) use two different subsidiary control mechanisms: direct control through headquarters and indirect control through staffing key positions in subsidiary management with expatriates. On the basis of data from 617 subsidiaries, we found that US MNCs focus more on the former, whereas Japanese MNCs rely primarily on the latter. German MNCs take a middle position. Furthermore, we found across all three countries that the more technical management functions are controlled more tightly than more culturally sensitive areas. The reliance of Japanese MNCs on subsidiary control through expatriates suggests that these corporations have a particularly acute need to invest in global talent management systems.