The design of coordination and control mechanisms for managing joint venture-parent relationships

Kumar, Sanjiv; Seth, Anju

doi:10.1002/(sici)1097-0266(199806)19:6<579::aid-smj959>3.0.co;2-8

Cited by 220 publications

(151 citation statements)

References 27 publications

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“…This may be because larger subsidiaries are more likely to be assigned bigger international clients (Newburry, 2001) and increasing size will result in increasing subsidiary interdependence with the HQ and other subsidiaries within the MNE (Johnson & Menguc, 2007). This would seemingly support the idea that in such instances there is a greater need for the HQ to coordinate an increasingly complex network to exploit the resources available in the subsidiary fully (Kumar & Seth, 1998;Prahalad & Doz, 1981). This is likely to require a higher degree of knowledge of subsidiary operations combined with greater awareness among subsidiary managers of the subsidiary's role within the global network.…”

Section: Discussionmentioning

confidence: 99%

“…Further, Johnson and Menguc (2007) argue that increasing size results in increasing subsidiary interdependence with the HQ and other subsidiaries within the MNE. Building on earlier contributions (Kumar & Seth, 1998;Prahalad & Doz, 1981), they argue that this results in a greater need for the HQ to coordinate an increasingly complex network (see also Newburry, 2001). We argue that outward staffing flows may represent an effective means of maximizing the efficient allocation of resources and integration within the MNE's global network.…”

Section: H5: Older Subsidiaries Will Be More Likely To Report Flows Omentioning

confidence: 92%

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Swimming against the tide: Outward staffing flows from multinational subsidiaries

Collings

McDonnell

Gunnigle

et al. 2010

Human Resource Management

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Studying the flows of parent country nationals in multinational enterprises (MNEs) to subsidiary operations has a relatively long tradition. Studying flows of subsidiary employees to other subsidiaries, as third country nationals, and to the corporate headquarters, as inpatriates, however, has empirically, much less pedigree. Drawing on a large-scale empirical study of MNEs in Ireland, this paper provides a benchmark of outward flows of international assignees from the Irish subsidiaries of foreign owned MNEs to both corporate headquarters and other worldwide operations. Building on insights from the resource-based view and neoinstitutional theory, we develop and test a theoretical model to explain outward staffing flows. The results show that almost half of all MNEs use some form of outward staffing flows from their Irish operations. Although the impact of specific variables in explaining interorganization variation differs between the utilization of inpatriate and third country national assignments, overall we find that a number of headquarters, subsidiary, structural, and human resource systems factors emerge as strong predictors of outward staffing flows.

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Section: Discussionmentioning

confidence: 99%

Section: H5: Older Subsidiaries Will Be More Likely To Report Flows Omentioning

confidence: 92%

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Collings

McDonnell

Gunnigle

et al. 2010

Human Resource Management

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“…Items for Work System Coordination (WSC) were adapted from Kumar and Seth (1998) and Chatterjee et al (2002) (11), pp. 2018(11), pp.…”

Section: Methodsmentioning

confidence: 99%

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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H ow can firms extract value from already-implemented information technologies (IT) that support the work processes of employees? One approach is to stimulate employees to engage in post-adoptive extended use, i.e., to learn and apply more of the available functions of the implemented technologies to support their work. Such learning behavior of extending functions in use is ingrained in a process by which users make sense of the technologies in the context of their work system. This study draws on sensemaking theory to develop a model to understand the antecedents, contingencies, and consequences of customer service employees' extended use of customer relationship management (CRM) technologies. The model is tested using multisource longitudinal data collected through a field study of one of the world's largest telecommunications service providers. Our results suggest that employees engage in post-adoptive sensemaking at two levels: technology and work system. We found that sensemaking at both of these levels impacts the extended use of CRM technologies. Employees' sensemaking at the technology level is influenced by employees' assessment of technology quality, whereas employees' sensemaking at the work system level is influenced by customers' assessment of service quality. Moreover, in the case of low technology quality and low service quality, specific mechanisms for employee feedback should be conceptualized and aligned at two levels: through employee participation at the technology level and through work system coordination at the work system level. Such alignment can mitigate the undesirable effect of low technology quality and low service quality, thereby facilitating extended use. Importantly, we found that extended use amplifies employees' service capacity, leading to better objective performance. Put together, our findings highlight the critical role of employees' sensemaking about the implemented technologies in promoting their extended use of IT and improving their work performance.

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“…8 On corporate citizenship, see, for example, Kanter (1994); Googins (1997); Harbison and Pekar (1998); Kumar and Seth (1998);Pollack (1995);Williams (1994). 9 For network theory, see, for example, Agranoff and McGuire (1999); Bogason and Toonen (1998); Börzel (1998); Machado and Burns (1998); Chisholm (1998); for examples from political economy, see Lipsky andSmith (1989-1990); Ostrom (1996); Peters (1998); for selections from the new governance models, see Ferlie et al (1996); Boston et al (1996).…”

mentioning

confidence: 99%

Government–nonprofit partnership: a defining framework

Brinkerhoff

2002

Public Admin & Development

373

347

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Partnership has emerged as an increasingly popular approach to privatization and government–nonprofit relations generally. While in principle it offers many advantages, there is no consensus on what it means and its practice varies. Following a review of partnership literature, the article refines the partnership concept, developing two definitional dimensions: mutuality and organization identity. Based on these dimensions, partnership is defined on a relative scale and is distinguished from other relationship types: contracting, extension, and co‐optation or gradual absorption. Examples of each are provided. The model enables actors to assess their relative tolerance for partnership approaches, and provides a common language among potential partners. Linking its defining dimensions to partnership's value‐added assists partners to advocate for partnership approaches from an instrumental as well as normative perspective. The model and inter‐organizational relationship matrix can inform continuing theory building and practical experimentation both to refine defining dimensions and indicators of partnership practice, and to enhance responsiveness to partners' expectations of partnership. Copyright © 2002 John Wiley & Sons, Ltd.

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The design of coordination and control mechanisms for managing joint venture-parent relationships

Cited by 220 publications

References 27 publications

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Swimming against the tide: Outward staffing flows from multinational subsidiaries

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

Government–nonprofit partnership: a defining framework

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