Foreign Market Subsidiary Mandates [electronic resource] : A Select and Temporary MNC Phenomenon? /
Lohr, Nicolas.author.
Internationalization processes have long been a core topic of International Business research. Very little focus, however, was thereby put on how foreign subsidiaries themselves internationalize. Nicolas Lohr investigates how foreign subsidiaries of multinational corporations expand their presence and functional scope into foreign territories. Multiple case-studies based on in-depth interviews with HQ and subsidiary management suggest that subsidiary internationalization represents a select MNC phenomenon. Foreign subsidiaries only appear to receive cross-border responsibility if their value proposition for overcoming liability of inter-regional foreignness is capable of more than offsetting any risk increase that stems from principal-agent relationships between corporate headquarters and foreign subsidiaries. After attaining the initial mandate, the subsidiary’s restrained access to HQ-like functions, intra-MNC competition and altering localization degrees in the market covered by the mandate puts the sustainability of cross-border responsibilities at risk. As a consequence, the internationalization of foreign subsidiaries often follow discontinuous rather than gradual evolutionary trajectories. In addition, cross-border subsidiary mandates appear to be pre-defined and temporary in nature. As a result, they may have a limited life span from their very conception.   Contents   ·         Subsidiary Internationalization ·         Subsidiary mandates ·         Principal-agent relationships   Target Groups ·         Researchers and students of International Business studies ·         Sales managers, CEOs of foreign subsidiaries   The Author Nicolas Lohr earned his doctorate from the University of Fribourg in Switzerland and received an MSc degree from the ESCP Europe in France. He’s a consultant with an international management consulting firm.
Description based upon print version of record.
""Foreword""; ""Acknowledgements""; ""Table of contents""; ""List of figures""; ""List of tables""; ""1. Introduction to the study""; ""1.1. Subsidiary internationalization: a topic for research""; ""1.2. Points of departure""; ""1.3. Research questions, aim and approach""; ""1.4. Structure of the study""; ""2. Definitions and literature review""; ""2.1. Introduction""; ""2.2. Definitions""; ""2.2.1. Subsidiary internationalization""; ""2.2.2. MNC""; ""2.2.3. Foreign subsidiary""; ""2.2.4. Foreign market subsidiary mandates or charters""; ""2.3. Findings of relevant IB research streams""
""2.3.1. Classification of available literature""""2.3.2. Studies with static views and the firm as core unit of analysis""; ""2.3.3. Studies with dynamic views and the firm as core unit of analysis""; ""2.3.4. Studies with static views and the subsidiary as core unit of analysis""; ""2.3.5. Studies with dynamic views and the subsidiary as core unit of analysis""; ""3. Methodology""; ""3.1. Introduction""; ""3.2. Qualitative research""; ""3.3. Overall research design""; ""3.3.1. Case selection""; ""3.3.2. Data sources and collection methods""; ""3.3.3. Data analysis""
""3.3.4. Quality control""""4. Case descriptions and within-case analyses""; ""4.1. Introduction""; ""4.2. Eleven cases of subsidiary internationalization""; ""4.3. Case #1: The internationalization process of a Polish subsidiary into former CIS markets""; ""4.3.1. Case description""; ""4.3.2. Within-case analyses""; ""4.4. Case #2: The internationalization process of a Spanish subsidiary into Latin America""; ""4.4.1. Case description""; ""4.4.2. Within-case analyses""; ""4.5. Case #3: The internationalization process of a Singaporean subsidiary into East Asia, Australia and New Zealand""
""4.5.1. Case description""""4.5.2. Within-case analyses""; ""4.6. Case #4: The internationalization process of an Austrian subsidiary into Eastern Europe""; ""4.6.1. Case description""; ""4.6.2. Within-case analyses""; ""4.7. Case #5: The internationalization process of a Chinese subsidiary into Asia-Pacific""; ""4.7.1. Case description""; ""4.7.2. Within-case analyses""; ""4.8. Case #6: The internationalization process of a Singaporean subsidiary into Southeast Asia""; ""4.8.1. Case description""; ""4.8.2. Within-case analyses""
""4.9. Case #7: The internationalization process of a Singaporean subsidiary into East Asia""""4.9.1. Case description""; ""4.9.2. Within-case analyses""; ""4.10. Case #8: The internationalization process of a US subsidiary into Latin America""; ""4.10.1. Case description""; ""4.10.2. Within-case analyses""; ""4.11. Case #9: The internationalization process of a Brazilian subsidiary into South America""; ""4.11.1. Case description""; ""4.11.2. Within-case analyses""; ""4.12. Cases #10a and #10b: The failed requests of a French subsidiary to develop markets in Northern Africa""
""4.12.1. Case description""
Dissertation--University of Fribourg in Switzerland, 2013.
Includes bibliographical references.
Internationalization processes have long been a core topic of International Business research. Very little focus, however, was thereby put on how foreign subsidiaries themselves internationalize. Nicolas Lohr investigates how foreign subsidiaries of multinational corporations expand their presence and functional scope into foreign territories. Multiple case-studies based on in-depth interviews with HQ and subsidiary management suggest that subsidiary internationalization represents a select MNC phenomenon. Foreign subsidiaries only appear to receive cross-border responsibility if their value proposition for overcoming liability of inter-regional foreignness is capable of more than offsetting any risk increase that stems from principal-agent relationships between corporate headquarters and foreign subsidiaries. After attaining the initial mandate, the subsidiary’s restrained access to HQ-like functions, intra-MNC competition and altering localization degrees in the market covered by the mandate puts the sustainability of cross-border responsibilities at risk. As a consequence, the internationalization of foreign subsidiaries often follow discontinuous rather than gradual evolutionary trajectories. In addition, cross-border subsidiary mandates appear to be pre-defined and temporary in nature. As a result, they may have a limited life span from their very conception.   Contents   ·         Subsidiary Internationalization ·         Subsidiary mandates ·         Principal-agent relationships   Target Groups ·         Researchers and students of International Business studies ·         Sales managers, CEOs of foreign subsidiaries   The Author Nicolas Lohr earned his doctorate from the University of Fribourg in Switzerland and received an MSc degree from the ESCP Europe in France. He’s a consultant with an international management consulting firm.
Management.
Management.