European Direct Investment in China and Sino-French Joint Ventures

Hubler, Jérôme; Meschi, Pierre‐Xavier

doi:10.1080/713999105

Cited by 6 publications

(2 citation statements)

References 3 publications

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“…The high costs and frequent failures associated with expatriation also have prompted MNCs to rely a lot on short-term assignments to subsidiaries in Asia on the one hand (Petrovich et al 2000;Bonache et al 2010;Cartus, 2010) and on localisation of management positions on the other hand (Schaaper et al, 2013). With regard to centralisation, we note a shift in the dominant mode for setting up subsidiaries in Asia, from joint ventures prior to the 1980s to wholly owned subsidiaries since the 1990s (Hubler and Meschi, 2001;Jaussaud and Schaaper, 2006) Furthermore, facing vast geographical, cultural and institutional distances, Western MNCs in Asia have strengthened their hierarchical structures and introduced regional HQ or other regional structures to create intermediate levels of decision making and control (Yeung et al, 2001;Poon and Thompson 2003;Yin and Walsh 2011;Amann et al 2014). Setting up regional and sub-regional structures may help limit the number of required expatriates; for example, a finance expatriate may supervise several locals in the field across different subsidiaries (Amann et al 2014).…”

Section: Recent Trends In Control By Western Mncs In Asiamentioning

confidence: 83%

Control in Subsidiary Networks in Asia: Toward an Extension of the Centralisation-Formalisation-Socialisation (CFS) Model

Amann

Jaussaud

Schaaper

2018

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Prior research establishes that international control by multinational corporations is based on three dimensions: centralisation, formalisation and socialisation. New control mechanisms appeared in the last decade, such as enterprise resource planning, short-term assignments and regional centres. Do these new mechanisms fit the three control dimensions? How do MNCs articulate their control mechanisms, including new ones? Using interviews with 77 managers of 47 French MNCs in 11 Asian countries, this study presents an exploratory factor analysis and clustering. The findings show that French MNCs control their Asian subsidiaries through four dimensions: centralisation of decision making, formalisation of subsidiaries, socialisation and expatriation.

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Section: Recent Trends In Control By Western Mncs In Asiamentioning

confidence: 83%

Control in Subsidiary Networks in Asia: Toward an Extension of the Centralisation-Formalisation-Socialisation (CFS) Model

Amann

Jaussaud

Schaaper

2018

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“…Dès lors que les réglementations locales le permettent, à partir de 1986 dans le cas chinois dans un nombre croissant de secteurs, les entreprises multinationales augmentent leur part de capital dans les filiales, notamment à l'occasion d'investissements importants; elles créent par ailleurs de nouvelles unités totalement possédées (Hubler et Meschi, 2001;Jaussaud et Schaaper, 2006b). La même tendance se retrouve, sans surprise, dans la plupart des pays émergents, l'évolution des positions de la Chine ayant fait école .…”

Section: L'adaptation Des Mécanismes De Coordination Et De Contrôleunclassified

Les tensions global-local : l’organisation et la coordination des activités internationales

Jaussaud

Mayrhofer

2014

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La diversification des flux d’investissements directs et leur rééquilibrage en faveur des pays émergents augmentent l’hétérogénéité des environnements auxquels sont confrontées les entreprises à l’international. Se trouve ainsi renouvelée la question de la nécessaire prise en compte des particularités locales, y compris lorsque l’entreprise s’efforce de promouvoir une approche globale de ses marchés. Les structures, l’organisation, les mécanismes de coordination et de contrôle, comme le souligne cet article, en sont considérablement affectés.The diversification of direct investment flows and the rebalancing in favor of emerging markets increase the heterogeneity of environments faced by companies at the international scale. Thus comes back with strength the question of the need to take account of specific local conditions, even when the company seeks to promote a global approach of markets. Structures, organization, coordination and control mechanisms, as the article investigates, are considerably affected.La diversificación geográfica de los flujos de inversiones directas y su reequilibrio a favor de los países emergentes aumenta la heterogeneidad en los entornos con los cuales están confrontadas las empresas a nivel internacional. Resulta así, reiterada la necesidad de tomar en cuenta el tema de las particularidades locales, incluyendo cuando la empresa se esfuerza en promover un enfoque global de sus mercados. Las estructuras, la organización, las modalidades de coordinación y de control, están siendo considerablemente afectadas, como lo subraya este artículo

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Stock price reactions to Sino-European joint ventures

Meschi¹,

Cheng²

2002

Journal of World Business

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European Direct Investment in China and Sino-French Joint Ventures

Cited by 6 publications

References 3 publications

Control in Subsidiary Networks in Asia: Toward an Extension of the Centralisation-Formalisation-Socialisation (CFS) Model

Control in Subsidiary Networks in Asia: Toward an Extension of the Centralisation-Formalisation-Socialisation (CFS) Model

Les tensions global-local : l’organisation et la coordination des activités internationales

Stock price reactions to Sino-European joint ventures

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