Towards Innovation in Multinational Corporation Subsidiaries: Development of an Instrument to Select and Evaluate Value Driven Strategies

Corry, Sinead; Cormican, Kathryn

doi:10.4067/s0718-27242019000100025

Cited by 4 publications

(4 citation statements)

References 62 publications

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“…Items were derived following the themes detailed in the prevailing literature. Every item was carefully designed (and refined through an iterative process) to measure specific elements of each parent factor following good practice (Corry and Cormican, 2019; Cormican and O’Sullivan, 2004). A five-point Likert scale response system, ranging from strongly disagree to strongly agree was used to measure the extent to which respondents agreed with each item (Table 1).…”

Section: Methodsmentioning

confidence: 99%

Leading from the middle: how team leaders implement lean success factors

Connor

Cormican

2021

IJLSS

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Purpose There is compelling evidence that demonstrates that organisations are failing to reap the full benefits of lean initiatives. While much work has been conducted on what factors are critical to the success of lean initiatives, there is a dearth of empirical evidence relating to whether team leaders implement critical success factors (CSFs) in practice. Therefore, this study aims to explore the extent to which functional team leaders implement lean practices focussing on the role of leadership, empowerment and culture. Design/methodology/approach The research analysed team leaders in a single-site manufacturing organisation. A state-of-the-art analysis was conducted to isolate relevant themes and an instrument was developed to capture data. Empirical data was collected and analysed from 34 team leaders in engineering, quality and manufacturing. Findings The study found that while many good managerial practices to support lean is implemented, there remain significant challenges relating to cultural issues which must be addressed. The findings illuminate a latent gap in commitment and communication from senior management, as well as an underlying discrepancy in time and resource allocation. Originality/value The study’s findings provide new knowledge concerning the extent to which CSFs are implemented by functional team leaders in a real-world environment. The enquiry makes a valuable departure from previous research that focusses on leadership at a senior and middle manager level. It bridges the gap between academia and practice and provides tangible and concise results to management on how CSFs relating to leadership, empowerment and culture impact team leaders to drive lean methodologies.

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Section: Methodsmentioning

confidence: 99%

Leading from the middle: how team leaders implement lean success factors

Connor

Cormican

2021

IJLSS

Self Cite

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“…Therefore, a subsidiary of an MNC can secure valuable knowledge by creating new knowledge and then share the knowledge created later (Egeraat and Breathnach, 2012). The newly created knowledge makes the HQ interested in the subsidiary, and this leads the HQ to positively evaluate the subsidiary (Corry and Cormican, 2019). Based on the positive evaluation, the HQ is likely to allocate more slack resources to the subsidiary (Dellestrand et al, 2020) and improve its subsidiary in its MNC network (Baraldi and Ratajczak-Mrozek, 2019).…”

Section: Resultsmentioning

confidence: 99%

“…The HQ of an MNC set criteria for the evaluation of the activities of its subsidiaries. These criteria are used to analyze and evaluate the contribution of subsidiaries (Corry and Cormican, 2019), and in turn change the NP of certain subsidiaries in the network of MNC (Andersson et al, 2005;Sumelius and Sarala, 2008).…”

Section: Subsidiary Network Position (Np) Between Kc and Knowledgementioning

confidence: 99%

Increasing Profitability of the Halal Cosmetics Industry using Configuration Modelling based on Indonesian and Malaysian Markets

Dalir¹,

Al-Ansi²,

Rahim³

et al. 2020

J Korea Trade

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Purpose -This paper examines how differently output and input tariffs affect domestic employment across industrial characteristics of comparative advantage such as labor quality and capital intensity. Design/methodology -The paper focuses on 453 Korean industries from 2007 to 2014 because Korea is a typical example of a natural resource-scarce open economy and experienced the transition of the export pattern from labor intensity to technology intensity during this period. Findings -The results show that input tariff reduction stimulated total employment, focusing on the early 2010s, while the effects of output tariff reduction were statistically insignificant in general. However, the stimulation effects of output tariff reduction on employment were found in comparative advantage industries with greater labor quality and capital intensity. As for input tariff reduction, its stimulation effects on employment were more prominent in comparative disadvantage industries with lower labor quality and capital intensity. Originality/value -These results provide significant implications for natural resource-scarce open economies which are experiencing the transition of the export pattern from labor intensity to technology intensity and the unequal distribution of income after trade liberalization: imported intermediate inputs has become increasing important, leading to trade effects on employment and alleviation of income inequality.

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“…These are units that are less bound by the rules or procedures of MNCs to be innovative. In addition, there are specific job positions in manufacturing MNCs that deal with innovation, such as engineers or project managers who are given more flexibility and autonomy (Corry & Cormican, 2019;Thamhain, 2003;Zeschky, Daiber, Widenmayer, & Gassmann, 2014). This suggests that effectuation may be applicable to manufacturing MNC employees who deal with innovative work.…”

Section: The Effectuation Process In Mncsmentioning

confidence: 99%

The Corporate Conundrum: How to Blend People and Process towards Firm Performance?

Rathakrishnan

et al. 2021

RBGN

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Purpose -One of the challenges in the business world is maximising effectiveness and firm performance. This study proposes that the right blend of people (with openness to change and self-transcendence values) and process (effectuation) would result in innovative behaviour and firm performance.Theoretical framework -The effectuation process has been found to be useful in promoting innovativeness, especially among small firms whose resources are scarce. This relationship is also true in large firms, although these have more resources and operate in a relatively stable environment.Design/methodology/approach -Using a snowball sampling approach, a total of 206 completed questionnaires were collected online from employees involved in decision making and innovative work processes in multinational companies in Selangor, Malaysia. PLS-SEM was used to analyse the data.Findings -The right people (who are open to change or self-transcendent) blended with the right process (effectuation) were found to positively predict innovative behaviour and firm performance. Effectuation and innovative behaviour also mediated the relationships between individual values and firm performance, suggesting that people and process should coexist to enhance firm performance.Research Practical & Social implications -Effectuation is scarcely practised in large firms. Therefore, we suggest that large firms encourage the use of effectuation through training. As the practice is better received among individuals who are open to change and self-transcendent, these values could also be used as hiring criteria.Originality/value -This study contributes to the literature by analysing the roles of people and process in optimising firm performance, and identifying effectuation and innovative behaviour as mechanisms that link individual values to firm performance.

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Towards Innovation in Multinational Corporation Subsidiaries: Development of an Instrument to Select and Evaluate Value Driven Strategies

Cited by 4 publications

References 62 publications

Leading from the middle: how team leaders implement lean success factors

Leading from the middle: how team leaders implement lean success factors

Increasing Profitability of the Halal Cosmetics Industry using Configuration Modelling based on Indonesian and Malaysian Markets

The Corporate Conundrum: How to Blend People and Process towards Firm Performance?

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