Headquarters-subsidiary relationship governance in emerging markets of Central Eastern Europe: A study in Poland

209 Pages·2007·3.35 MB·English

by  Joanna Sylwia Hendriks-Guść

Headquarters-subsidiary
relationship governance
in emerging markets of
Central Eastern Europe
A study in Poland
J.S. Hendriks-Gusć ́
WWaaggeenniinnggeenn AAccaaddeemmiicc
PPPP uuuu bbbbb llll iiii ssssss hhhh eeeeee rrrr ssssss International chains and networks series – Volume 2
Headquarters-subsidiary relationship governance in
emerging markets of Central Eastern Europe

Headquarters-subsidiary
relationship governance
in emerging markets of
Central Eastern Europe
A study in Poland
Joanna Sylwia Hendriks-Gusć ́
International chains and network series – Volume 2
WWaaggeenniinnggeenn AAccaaddeemmiicc
PPPP uuuu bbbbb llll iiii ssssss hhhh eeeeee rrrr ssssss
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ISBN: 978-90-8686-049-4 without prior written permission from the
e-ISBN: 978-90-8686-619-9 publisher, Wageningen Academic Publishers,
DOI: 10.3920/978-90-8686-619-9 P.O. Box 220, 6700 AE Wageningen,
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ISSN: 1874-7663
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Table of contents
Preface 11
Chapter 1. Introduction 13
1.1 Research area 15
1.2 Multinational expansion into CEEC 17
1.3 Research aim and research questions 17
1.4 Theoretical framework and research design 19
1.5 Structure of the thesis 21
Chapter 2. Study domain 23
2.1 FDI at the genesis of Headquarters-Subsidiary (HQ-S) relationship 23
2.2 FDIs’ development worldwide 29
2.3. FDI in Central Eastern European Countries (CEECs) 30
2.4 The emergence of HQ-S relationships in Poland 34
2.5 Concluding remarks 43
Chapter 3. Theoretical building blocks 45
3.1 Multinational enterprise (MNE) 45
3.2 Governance of the headquarters-subsidiary relationship 46
3.3 Contingency approach to the HQ-S governance 56
3.4 The contingency-governance fit 68
3.5 Summary and concluding remarks 69
Chapter 4. The conceptual model 73
4.1 Governance of the HQ-S relationship 73
4.2 Operationalisation of the contingency concepts 79
4.3 Propositions for the contingency model 86
4.4 Concluding remarks 93
Chapter 5. Research design 95
5.1 Survey research of Polish subsidiaries 96
5.2 In-depth interviews with Dutch and French headquarters 98
5.3 Methods of data analysis 99
5.4 Concluding remarks 106
Chapter 6. Survey results 107
6.1 Response rate and analysis of non-response 107
6.2 Profile of the subsidiaries 110
6.3 Baseline description of headquarters 116
6.4 Baseline description of governance mechanisms 118
Headquarters-subsidiary relationship governance 7
6.5 Environment 125
6.6 Cultural distance 126
6.7 Performance 127
6.8 Partial least squares model for HQ-S governance 129
6.9 International strategy clusters 133
6.10 Concluding remarks 137
Chapter 7. In-depth interviews with headquarters 139
7.1 Baseline description of the headquarters 139
7.2 Characteristics of Dutch and French HQ-S governance 141
7.3 Comparison of the HQ and S governance mechanisms 145
7.4 Concluding remarks 146
Chapter 8. Discussion and conclusions 149
8.1 The HQ-S governance mechanisms 149
8.2 The influence of the business environment on HQ-S governance 150
8.3 The cultural distance influence on HQ-S governance 152
8.4 The influence of strategy on HQ-S governance 153
8.5 HQ-S governance and performance 156
8.6 The role of expatriates, international sales and relationship duration 156
8.7 In-depth interviews with headquarters 158
8.8 Study evaluation 158
8.9 Suggestions for further research 160
8.10 Managerial implications 161
8.11 Final remarks 163
References 165
Appendices 181
Appendix 1. Questionnaire 181
Appendix 2. Topic list for in-depth interviews with HQ 186
Appendix 3. Spearman correlations 188
Appendix 4. Additional tables and classifications 194
Summary 195
About the author 205
8 Headquarters-subsidiary relationship governance