The relationships between types of network organization and adoption of management mechanisms: an empirical study of knowledge transactions of MNC’s subsidiaries in Taiwan

Tseng, Cher‐Hung; Yu, C-M.J; Seetoo, Dah-Hsian

doi:10.1016/s0969-5931(01)00056-7

Cited by 12 publications

(5 citation statements)

References 41 publications

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“…The network theory regards each firm as being engaged and operating in a unique network context, wherein, the context consists of a specific set of interconnected relationships considered relevant by the particular firm (Hakansson and Snehota, 1989). Each subsidiary' s network context is important for its business, to the extent that a subsidiary' s business is important to the multinational corporation (MNC), but its network context is important to the MNC as well (Andersson and Forsgren, 2000;Holm, Johanson, and Thilenius, 1995;Tseng, Yu, and Seetoo, 2002). Some scholars further treat FDI as an investor' s attempt to link international markets and resources (Chen and Chen, 1998b; Nohria and Garcia-Pont, 1991; Porter and Fuller, 1986;Richardson, 1972).…”

Section: Hypothesesmentioning

confidence: 99%

“…Moreover, some researchers sug-gest that the purpose of FDI by Taiwanese firms would differ from investments located in different countries. For example, Taiwanese firms invest in Southeast Asia and China mainly to reduce the cost of production whilst the purpose of investing in the U.S.A., is to access its advanced technology and market (Tseng, Yu, and Seetoo, 2002;Wea and Chen, 1995). Thus, this study infers that Taiwanese firms which invest in the U.S.A. are more likely to establish co-operative technology links as well as the after service and sales channel, while investments in China are more likely to establish a cooperative production system.…”

Section: Hypothesesmentioning

confidence: 99%

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Internationalization and Network Strategies: Taiwanese Firms’ Foreign Direct Investment in China and the USA

Tseng

Kuo

2008

Journal of Asia Business Studies

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By applying a network theory, this study explores the relationships between internationalization models and the adoption of network strategies. Based on the time period between a firm’s inception and its first year of investing abroad, this study compares firms with two different types of internationalization process: “Born Global” and “Incremental”. This study also proposes two kinds of network strategies: business and social. After investigating 138 foreign direct investment (FDI) cases of Taiwanese firms in China or the USA, we find that compared to Incrementals, Born Globals are more likely to adopt social network strategies with the local community. This research also finds there is a strong relationship between the foreign investment country and network strategies. Compared to firms with FDI in the USA, firms investing in China rely more on co‐operative production systems and are more likely to utilize social relationships with the local community and government authorities.

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Section: Hypothesesmentioning

confidence: 99%

Section: Hypothesesmentioning

confidence: 99%

Internationalization and Network Strategies: Taiwanese Firms’ Foreign Direct Investment in China and the USA

Tseng

Kuo

2008

Journal of Asia Business Studies

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“…Formal categories or groups based on formal position, geographical location, or market focus are significant barriers to interaction (Baker, 1992). The network organisation can be viewed as a cluster of firms or specialised units coordinated by market mechanisms instead of a strict chain of command (Miles and Snow, 1992; Robbins, 1994; Tseng et al , 2002). In the facilities management environment the network organisation is composed of multiple clients and service providers supporting core businesses.…”

Section: Network Service Organisation Levelsmentioning

confidence: 99%

Network service organisation: a multiple pilot study

Tuomela¹,

Salonen

2005

Facilities

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PurposeCentralised workplace and decentralised facilities management organisations combine several interacting functions. Different levels of a network service organisation are presented. The interacting functions are divided into three organisational levels: strategic clients, network integrators, and functional service units. The research paper demonstrates proposals, data collection plans, and relevant lines of questioning for future case studies and network analysis on the basis of the connections discovered in the pilot study environments.Design/methodology/approachStrategic, operational, and functional connections are analysed by studying formal and informal links between the managers responsible for various functions. The research was conducted with four pilot cases divided into four types of business units: a corporate headquarters (a financial services group); a large business unit/subsidiary (a telecommunications service provider); a medium business unit in the area of property management (a real estate investment company); and a small business unit (a technology park). The pilot cases function as a laboratory for the authors future case studies.FindingsThe article provides information how formal connections such as cross‐functional teams, task forces, and liaison roles create stronger ties between strategic planning and operational service delivery. The pilot study implies that without formal connections the functions of the network service organisation faces barriers to both vertical and horizontal interaction.Research limitations/implicationsRegardless of the popularity of the network analysis method, the conducted pilot cases and the found connections did not explain the whole value of centralised planning and strategic interaction between different workplace and service functions.Originality/valueThe network analysis takes place in a new facilities management environment. The article argues on a general level that post‐modernistic organisations, such as network, boundaryless, temporary, hybrid and virtual organisations, that are fragmented and managed informally can benefit from formal control mechanisms and meetings.

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“…Em nossa pesquisa bibliográfica verificamos que é possível estabelecer o alinhamento relacionando os trabalhos de Ferdows (1997a), Maritan et. al (2004) e Tseng et. al (2002).…”

Section: Funções Estratégicas Das Subsidiárias Autonomia E Mecanismounclassified

Gestão de multinacionais: análise de trajetórias de internacionalização de empresas brasileiras e de estratégias de gestão de subsidiárias.

Vieira¹

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As modificações do ambiente competitivo vêm provocando alterações nas estratégias das empresas e contribuindo com o processo de internacionalização, e o Brasil está inserido neste processo. O objetivo em questão é entender qual tem sido a trajetória das empresas brasileiras. Este trabalho analisa a gestão das subsidiárias de empresas brasileiras e os diferentes papéis dessas, pretendendo obter um retrato do cenário atual destas empresas e compreender a dinâmica entre matriz e subsidiárias. Foi realizada pesquisa qualitativa que mostrou que não é possível estabelecer um modelo de gestão típico para as subsidiárias, isto é, não existe alinhamento ótimo entre os elementos da estratégia de gestão da empresa-atribuição da subsidiária, grau de autonomia dos gestores, nível de transações de conhecimento, nível de atividades técnicas e mecanismos de gestão. Conclui-se que o alinhamento é dependente da estratégia, que por sua vez é estabelecida em função da análise do ambiente econômico. Palavras-chave: internacionalização de empresas, multinacionais, estratégias de gestão de subsidiárias, subsidiárias, Brasil.

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The relationships between types of network organization and adoption of management mechanisms: an empirical study of knowledge transactions of MNC’s subsidiaries in Taiwan

Cited by 12 publications

References 41 publications

Internationalization and Network Strategies: Taiwanese Firms’ Foreign Direct Investment in China and the USA

Internationalization and Network Strategies: Taiwanese Firms’ Foreign Direct Investment in China and the USA

Network service organisation: a multiple pilot study

Gestão de multinacionais: análise de trajetórias de internacionalização de empresas brasileiras e de estratégias de gestão de subsidiárias.

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