Relationships between Foreign Subsidiaries [electronic resource] : Competition and Cooperation in Multinational Plant Engineering Companies /
Maurer, Julia.author.
International business scholars have conducted a considerable amount of research on both headquarters-subsidiary relationships and subsidiary roles. The horizontal relationships between foreign subsidiaries, however, have not gained much attention – although these linkages are important to the Multinational Corporation (MNC). Business practice shows that subsidiaries can cooperate and/or compete with one another, and that their relationships differ even across companies operating in the same industry. Julia Maurer offers the first comprehensive conceptual and empirical approach to the topic. She develops a novel framework for the analysis of intersubsidiary relationships and applies it to the large-scale plant engineering industry. The empirical study confirms that an MNC`s strategic orientation has a considerable impact on its intersubsidiary relationships.
Description based upon print version of record.
Vorwort der Herausgeber; Preface of the Editors; Foreword; Preface; Overview of the Contents; Contents; Figures; Tables; 1 Introduction; 1.1 Problem Definition and Relevance1; 1.2 Case Example and Implications; 1.3 Research Setting; 1.4 Research Questions; 1.5 Methodological Approach; 1.6 Structure of the Research; 2 Analyzing Intersubsidiary Relationships; 2.1 Delineation of Intersubsidiary Relationships7; 2.2 Types of Intersubsidiary Relationships8; 2.2.1 Competition; 2.2.2 Cooperation; 2.2.3 Coopetition; 2.2.4 Independence; 2.3 Origin of Intersubsidiary Relationships13
2.3.1 Headquarters-Led Relationships2.3.2 Subsidiary-Led Relationships; 2.3.3 A Note on Formal and Informal Relationships; 2.4 Contents of Intersubsidiary Relationships16; 2.4.1 Objects of Competition; 2.4.1.1 Choice of Categories; 2.4.1.2 Resources; 2.4.1.3 Charters; 2.4.1.4 Customers; 2.4.2 Objects of Cooperation; 2.4.2.1 Choice of Categories; 2.4.2.2 Resource Sharing; 2.4.2.3 Knowledge Sharing; 2.4.2.4 Split of Work; 2.5 Classification Scheme for Intersubsidiary Relationships22; 3 Explaining Intersubsidiary Relationships; 3.1 Approach to Theory Selection and Discussion
3.2 Benefits and Drawbacks of Intersubsidiary Relationships3.3 Theoretical Perspectives; 3.3.1 Transaction Cost Economics; 3.3.1.1 Key Terms and Concepts; 3.3.1.2 Relevant Areas of Application; 3.3.1.3 Implications for Intersubsidiary Relationships; 3.3.2 Resource-Based View; 3.3.2.1 Key Terms and Concepts; 3.3.2.2 Relevant Areas of Application; 3.3.2.3 Implications for Intersubsidiary Relationships; 3.3.3 Network Approaches; 3.3.3.1 Key Terms and Concepts; 3.3.3.2 Relevant Areas of Application; 3.3.3.3 Implications for Intersubsidiary Relationships
3.3.4 Complementary Theoretical Perspectives3.3.5 Interim Conclusion; 3.4 Contingency Approach; 3.4.1 Historical Development; 3.4.2 Concepts and Methods; 3.4.3 Critical Assessment of the Contingency Approach; 3.4.3.1 Methodological Criticism; 3.4.3.2 Content-Related Criticism; 3.4.4 The Contingency Approach in IB Research; 3.4.5 Research Implications; 3.5 Influencing Factors; 3.5.1 Determinants of Interunit Competition; 3.5.2 Determinants of Interunit Cooperation; 3.5.3 Determinants of Interunit Coopetition; 3.6 Summary and Implications
4 Intersubsidiary Relationships in Project Marketing of Plant Engineering Companies4.1 Plant Engineering; 4.2 Project Marketing; 4.2.1 Definition and Delineation; 4.2.2 Scope of Activities; 4.2.3 Traditional Focus: External Relationships and Transactions; 4.2.4 Research Gap: Internal Relationships and Structures; 4.2.5 Starting Point: Process-Oriented Industrial Marketing; 4.2.6 The Project Marketing Process; 4.2.6.1 Basis and Contribution; 4.2.6.2 Project Acquisition; 4.2.6.3 Project Execution; 4.3 Models of Intersubsidiary Relationships in Project Marketing
4.3.1 Mapping Responsibilities and Relationships
Includes bibliographical references.
International business scholars have conducted a considerable amount of research on both headquarters-subsidiary relationships and subsidiary roles. The horizontal relationships between foreign subsidiaries, however, have not gained much attention – although these linkages are important to the Multinational Corporation (MNC). Business practice shows that subsidiaries can cooperate and/or compete with one another, and that their relationships differ even across companies operating in the same industry. Julia Maurer offers the first comprehensive conceptual and empirical approach to the topic. She develops a novel framework for the analysis of intersubsidiary relationships and applies it to the large-scale plant engineering industry. The empirical study confirms that an MNC`s strategic orientation has a considerable impact on its intersubsidiary relationships.
Management.
Management.