The Regional Dimension of UK Multinationals

Rugman, Alan M.; Kudina, Alina; Yip, George S.

doi:10.1016/s1064-4857(07)13012-6

Cited by 22 publications

(16 citation statements)

References 19 publications

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“…FSAs as independent variables were measured using proxies for the existence of economies of scale and economies of scope, both of which have been associated with the existence of FSAs (Rugman and Verbeke, , 2008c). In line with the suggestions of Rugman, Kudina and Yip (), Rugman and Verbeke (2008a) and Nguyen () we include firm size as an indicator for the existence of economies of scale and thus FSAs and measure it as the log of total revenues in line with existing research. We account for diversification as a reflection of economies of scope by accounting for whether retailers are focused on a retail segment, i.e.…”

Section: Methodsmentioning

confidence: 99%

Testing the Regional Performance of Multinational Enterprises in the Retail Sector: The Moderating Effects of Timing, Speed and Experience

Mohr

Fastoso

Wang

et al. 2013

British J of Management

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Section: Methodsmentioning

confidence: 99%

Testing the Regional Performance of Multinational Enterprises in the Retail Sector: The Moderating Effects of Timing, Speed and Experience

Mohr

Fastoso

Wang

et al. 2013

British J of Management

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“…The use of retained earnings of the subsidiary to finance its incremental investments offers great benefits (Nguyen and Rugman, 2015a). This strategy is widely used by the MNE (Rugman and Collinson, 2012).…”

Section: Hypotheses Development Subsidiary-level Downstream Knowledge (Marketing Advantages)mentioning

confidence: 99%

“…We also use return on assets (ROA) as an alternative performance measure in equation ( 2) for robustness test. These ratios MBR 23,4 measure the effectiveness of a subsidiary's management team in employing resources available (Rugman and Collinson, 2012). Independent variables Subsidiary downstream knowledge (marketing advantages): We capture downstream knowledge (marketing advantages) by the average ratio of marketing expenses to total sales, a widely used measure for marketing advantages (Arregle et al, 2009).…”

Section: Dependent Independent and Control Variables Dependent Variablementioning

confidence: 99%

The subsidiaries of multinational enterprises operate regionally, not globally

Nguyen

2015

The Multinational Business Review

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Purpose – The purpose of this paper is to examine the determinants of home-region strategy of the multinational subsidiary and the impact of such a strategy on its performance. The author draws upon new internalization theory to develop a theory-driven model and empirically tests the simultaneous relationships between home-region strategy and performance of the subsidiary. Design/methodology/approach – The author tests the model using a simultaneous equation statistical technique on an original, new data set of publicly listed multinational subsidiaries operating in the ASEAN region, with parent firms’ headquarters across the broad triad. Findings – There are three significant findings. The first finding is that subsidiary-level downstream knowledge (marketing advantages), and the geographic location of the subsidiary in the same home region as of the parent firm are key antecedents of a subsidiary’s home-region strategy. The second finding is that a subsidiary’s profitability reduces home-region orientation; however, home-region strategy has an insignificant effect on performance. The third finding is that these subsidiaries generate on average 92 per cent of their total sales in the home region (the Asia Pacific). Originality/value – The author advances the existing literature on the regional nature of parent-level multinational enterprises by demonstrating that their quasi-autonomous subsidiaries also operate mainly on a home-region basis.

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“…Many of the seemingly most global MNCs are in fact more regional than global. There is a body of scholarship by Rugman with various co-authors (Rugman, 2005;Rugman et al, 2007;Rugman and Girod, 2003;Rugman and Collinson, 2004) that demonstrates that a very significant proportion of the Fortune Global 500 firms' assets and operations are located in their home region. As such, they use their headquarters in their home state as a base from which to control and dominate their region(s).…”

Section: Reterritorializing Multinational Corporationsmentioning

confidence: 99%

Multinational Corporations from Emerging Markets

Nölke¹

2014

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The Regional Dimension of UK Multinationals

Cited by 22 publications

References 19 publications

Testing the Regional Performance of Multinational Enterprises in the Retail Sector: The Moderating Effects of Timing, Speed and Experience

Testing the Regional Performance of Multinational Enterprises in the Retail Sector: The Moderating Effects of Timing, Speed and Experience

The subsidiaries of multinational enterprises operate regionally, not globally

Multinational Corporations from Emerging Markets

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