What determines MNC subsidiary performance? Evidence from China

Xiaowen Tian, John W. Slocum

Research output: Contribution to journalArticleResearchpeer-review

13 Citations (Scopus)

Abstract

The paper challenges the view that MNC dictates a subsidiary's business strategy and operations in accordance with the integration-responsiveness (IR) framework. The paper integrates the IR framework with contingency theory to argue that a subsidiary needs discretion to craft its own effective business strategy in light of the environmental exigencies facing the subsidiary in the host country. It may do so at variance with the MNC's strategy. Evidence from China supports that subsidiary managers should take strategic initiatives in response to specific host country environment.

Original languageEnglish
Pages (from-to)421-430
Number of pages10
JournalJournal of World Business
Volume49
Issue number3
DOIs
Publication statusPublished - 2014

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China
Subsidiaries
Subsidiary performance
Business strategy
Responsiveness
Host country

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Tian, Xiaowen ; Slocum, John W. / What determines MNC subsidiary performance? Evidence from China. In: Journal of World Business. 2014 ; Vol. 49, No. 3. pp. 421-430.
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What determines MNC subsidiary performance? Evidence from China. / Tian, Xiaowen; Slocum, John W.

In: Journal of World Business, Vol. 49, No. 3, 2014, p. 421-430.

Research output: Contribution to journalArticleResearchpeer-review

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