Peng_Chapter 13

Peng_Chapter 13 - CORPORATE CONTROLS vs SUBSIDIARY...

Info iconThis preview shows pages 1–12. Sign up to view the full content.

View Full Document Right Arrow Icon
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
PRESSURES FOR COST REDUCTIONS AND LOCAL RESPONSIVENESS Integration-Responsiveness framework -   means by  which MNEs primarily confront two sets of pressures:  cost reductions local responsiveness local responsiveness -  unique consumer preferences and  host country demands on cost reductions
Background image of page 2
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Background image of page 4
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Background image of page 6
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Background image of page 8
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
KNOWLEDGE MANAGEMENT PROBLEMS AND  SOLUTIONS social capital -  informal benefits individuals and organizations derive from their social structures and networks micro-macro link -  informal interpersonal relationships  (micro) among managers of different units that may greatly  facilitate intersubsidiary cooperation (macro) among various units
Background image of page 10
Background image of page 11

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Background image of page 12
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: CORPORATE CONTROLS vs. SUBSIDIARY INITIATIVES Subsidiaries are not necessarily at the receiving end of commands from headquarters - some subsidiaries may be in full compliance, others may pay lip service, and still others may simply refuse to adopt, citing local differences. Some subsidiaries may actively pursue their own subsidiary-level strategies and agendas. From the perspective of corporate headquarters, it is hard to distinguish between good-faith subsidiary initiative and opportunistic “empire building.”...
View Full Document

This note was uploaded on 02/21/2010 for the course IBUS 311 taught by Professor Chen during the Fall '08 term at Binghamton.

Page1 / 12

Peng_Chapter 13 - CORPORATE CONTROLS vs SUBSIDIARY...

This preview shows document pages 1 - 12. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online