Expatriate utilization, subsidiary knowledge creation and performance: The moderating role of subsidiary strategic context

Kawai, Norifumi; Chung, Chul

doi:10.1016/j.jwb.2018.09.003

Cited by 43 publications

(22 citation statements)

References 112 publications

(225 reference statements)

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“…The effectiveness of expatriates in achieving these contributions, however, is conditioned by contextual variables, especially culture and cultural distance (Gaur, Delios & Singh, 2007;Gong, 2003). However, many studies use expatriates as proxies for concepts such as HQ control, strategic orientation (globally integrated or locally responsive), or knowledge transfer (e.g., Fang et al, 2010;Kawai & Chung, 2019). Some studies use demographic characteristics, skill typologies (Wang et al, 2009) or international experience of expatriates (Hébert et al 2005) to provide finer-grained analyses.…”

Section: Expatriatesmentioning

confidence: 99%

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

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Multinational enterprise (MNE) subsidiaries abroad are important organizations in their own rights. They typically hold some of the MNE's most critical resources, and operate at the forefront of complex international environments. In this review, we identify and organize theoretical and empirical research on subsidiary management based on over 600 articles in leading academic journals. We develop a conceptual framework that integrates complementary streams of theoretical and empirical research with the subsidiary as its focal unit of analysis. In particular, we review six lines of research on subsidiary scope, practices, knowledge management, engagement with local market and nonmarket actors, performance, and individuals within subsidiaries. We highlight theoretical perspectives that have contributed to, and been advanced by, research on MNE subsidiaries. Based on the review, we explore future research agendas, linking the contemporary research themes with two main thrusts. First, subsidiary management is a multi-level phenomenon that would benefit from more microfoundational research. Second, subsidiary management operates at key interfaces of technology paradigm shifts, and of disruptions in the political and institutional environment. Research into the dynamics of subsidiary management would thus enhance our understanding of international business in a volatile global economy. Journal of International Business Studies (2020) 51, 538-576.

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Section: Expatriatesmentioning

confidence: 99%

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

2020

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“…For instance, investment in R&D is a process that promotes knowledge creation, which entails innovation (Kor, 2006;Wang, 2010), and represents a critical factor for a multinational corporation to sustain an innovative competitive advantage (Kawai and Chung, 2019).…”

Section: Chief Financial Officer and Randd Investmentmentioning

confidence: 99%

The chief financial officer (CFO) profile and R&D investment intensity: evidence from listed European companies

Ginesti

Spanó

Ferri

et al. 2021

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PurposeThis study aims to investigate whether the characteristics of the chief financial officer (CFO) have an impact on the intensity of the corporate research and development (R&D) investment.Design/methodology/approachBased on hand-collected data for the CFOs of a sample of the largest European listed companies for the period 2013–2016, this study uses regression analyses to test empirically the association of CFO education, CFO gender and CFO age with R&D investment intensity.FindingsThe presence of female CFOs, CFOs with a Master of Business Administration (MBA) or Doctor of Philosophy (PhD) degree and older CFOs is positively associated with the intensity of R&D investment.Research limitations/implicationsThis study relies on some observable characteristics of CFOs and focuses on large listed companies.Practical implicationsThe results of this study may help investors, stakeholders and practitioners to understand better which type of CFO characteristics are more likely to result in higher firm-level R&D investment intensity.Originality/valueThis study offers the first insights into the impact of CFOs, as the most prominent C-suite executives, on the level of corporate investments in R&D activity.

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“…Because of the intangible and uncodified nature of firm-specific assets, a profound understanding of these assets is required to transfer such assets to foreign subsidiaries and to productively exploit them (Berry, 2015). PCNs who embody firm-specific human capital work to effectively transfer firm-specific assets from the parent firm to the subsidiary (Fang et al , 2010; Kawai and Chung, 2019). They also capitalize on firm-specific assets by taking advantage of the knowledge and skills acquired through work experience and learning at the parent firm (Kawai and Chung, 2019; Rugman and Verbeke, 2001).…”

Section: Localization and Subsidiary Performancementioning

confidence: 99%

Human capital, cultural distance and staffing localization

Ando

2021

MBR

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Purpose This study aims to explore how a change in the staffing configuration of foreign subsidiaries affects subsidiary performance by focusing on staffing localization. Design/methodology/approach The relationship between localization and subsidiary performance is analyzed from the perspective of human capital. Hypotheses are tested using a panel data set of foreign direct investment by Japanese multinational enterprises. Findings The analysis demonstrates that localization has a positive effect on subsidiary performance when subsidiaries can access a pool of competent local managers in the host country. It also shows that when competent local managers are highly available, localization has a positive effect on subsidiary performance under high cultural distance. In comparison, when the availability of competent local managers is limited and cultural distance is high, localization has a negative effect on subsidiary performance. Originality/value Using human capital theory, this study theorizes how localization, which is a change in the configuration of human capital toward a reliance on local-specific human capital, enhances subsidiary-specific advantages. It introduces the effects of changes in the configuration of human capital over time, into studies on subsidiary staffing. In addition, from a different viewpoint than previous studies, this study proposes one possible path where human capital leads to organizational performance. Specifically, it shows that a change in the configuration of human capital affects subsidiary-specific advantages, which eventually impacts subsidiary performance.

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Expatriate utilization, subsidiary knowledge creation and performance: The moderating role of subsidiary strategic context

Cited by 43 publications

References 112 publications

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda

The chief financial officer (CFO) profile and R&D investment intensity: evidence from listed European companies

Human capital, cultural distance and staffing localization

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