Kretschmer Performance Evaluation of Foreign Subsidiaries

2009
ISBN: 978-3-8349-9922-1
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 363 Seiten, eBook

Reihe: mir-Edition

Katharina Kretschmer contributes to the role typology research stream in international business. The book is highly relevant for management practice. Deep insights into the implications of subsidiary roles are displayed, and it is shown that role-specific subsidiary management is possible if not necessary. In the future, MNC managers could benefit even more when, instead of treating all their subsidiaries alike, approaching them differently - especially when evaluating their performance.

Dr. Katharina Kretschmer promovierte an der ESCP-EAP, Europäische Wirtschaftshochschule, in Berlin und ist als Unternehmensberaterin bei The Boston Consulting Group tätig.

Zielgruppe

Research

Autoren/Hrsg.

Kretschmer, Katharina

Weitere Mitwirkende

Schmid, Prof. Dr. Stefan

Inhaltsverzeichnis

1;mir-Edition;3
2;Vorwort der Herausgeber;6
3;Foreword of the Editors;7
4;Foreword;8
5;Preface;10
6;Overview of the Contents;12
7;Contents;13
8;Figures;18
9;Tables;20
10;1 Introduction;24
10.1;1.1 Performance Evaluation of Foreign Subsidiaries as a Management Problem;24
10.2;1.2 Research Background and Research Questions;25
10.3;1.3 Outline of the Study;27
11;2 Defining Performance Evaluation and Its Role as Control Mechanism;29
11.1;2.1 Performance Evaluation as Control Mechanism;29
11.1.1;2.1.1 Control;29
11.1.2;2.1.2 Performance as Achievement of Legitimate Goals;34
11.1.3;2.1.3 Evaluation as Control Step;38
11.2;2.2 The Concept of Performance Evaluation;39
11.2.1;2.2.1 The Role of Performance Evaluation within the Control Mix;40
11.2.2;2.2.2 The Content of Performance Evaluation;42
11.2.3;2.2.3 The Process of Performance Evaluation;44
11.3;2.3 An Integrative Concept of Performance Evaluation;46
12;3 Review of the Literature on Performance Evaluation of Foreign Subsidiaries;48
12.1;3.1 Objectives and Methodology of the Literature Review;48
12.2;3.2 Descriptive Contributions on Performance Evaluation of Foreign Subsidiaries;51
12.2.1;3.2.1 Topics of Descriptive Contributions;52
12.2.2;3.2.2 Differentiation of Performance Evaluation in Descriptive Contributions;53
12.2.3;3.2.3 Methodologies and Research Design of Descriptive Contributions;55
12.3;3.3 Explanatory Contributions on Performance Evaluation of Foreign Subsidiaries;56
12.3.1;3.3.1 Topics of Explanatory Contributions;56
12.3.2;3.3.2 Differentiation of Performance Evaluation in Explanatory Contributions;57
12.3.3;3.3.3 Methodologies and Research Design of Explanatory Contributions;61
12.4;3.4 Conclusions and Implications of the Literature Review;63
13;4 The Research Framework;65
13.1;4.1 A Contingency Framework of Role-Specific Performance Evaluation;65
13.1.1;4.1.1 Contingency Theory as Theoretical Background;65
13.1.1.1;4.1.1.1 Introducing Contingency Theory;66
13.1.1.2;4.1.1.2 Excluding Other Organization Theories;68
13.1.2;4.1.2 Developing a Contingency Framework of Role-Specific Performance Evaluation;72
13.1.2.1;4.1.2.1 General Contingency Framework of Role-Specific Performance Evaluation;72
13.1.2.2;4.1.2.2 Selection of Role Typologies to Specify the Contingency Factor;74
13.1.2.3;4.1.2.3 Identification of Two Relevant Role Typologies;79
13.1.2.4;4.1.2.4 Specified Contingency Framework of Role-Specific Performance Evaluation;84
13.1.3;4.1.3 Review of the Contingency Framework;85
13.2;4.2 Propositions on Role-Specific Performance Evaluation;88
13.2.1;4.2.1 Performance Evaluation of Subsidiaries in Bartlett and Ghoshal•s Role Typology;89
13.2.1.1;4.2.1.1 Predictions for the Strategic Importance of the Market;89
13.2.1.2;4.2.1.2 Predictions for the Competence of the Local Organization;92
13.2.1.3;4.2.1.3 Propositions on the Impact of the Subsidiary Roles on Performance Evaluation;94
13.2.2;4.2.2 Performance Evaluation of Subsidiaries in Gupta and Govindarajan•s Role Typology;99
13.2.2.1;4.2.2.1 Predictions for Knowledge Inflow;100
13.2.2.2;4.2.2.2 Predictions for Knowledge Outflow;101
13.2.2.3;4.2.2.3 Propositions on the Impact of the Subsidiary Roles on Performance Evaluation;104
14;5 The Empirical Study;110
14.1;5.1 Research Design;110
14.1.1;5.1.1 Rationale for a Qualitative Case Study Approach;110
14.1.2;5.1.2 The Multiple Case Design;112
14.1.2.1;5.1.2.1 Introduction on the Case Design;112
14.1.2.2;5.1.2.2 The Selection of Business Units as Cases;113
14.1.2.3;5.1.2.3 The Selection of Subsidiaries as Units of Observation;115
14.2;5.2 Operationalization of the Elements of the Contingency Framework;118
14.2.1;5.2.1 Operationalization of the Role Typologies;118
14.2.1.1;5.2.1.1 Operationalization of Bartlett and Ghoshal`s Subsidiary Roles;119
14.2.1.2;5.2.1.2 Operationalization of Gupta and Govindarajan`s Subsidiary Roles;126
14.2.2;5.2.2 Operationalization of the Performance Evaluation Concept;130
14.2.2.1;5.2.2.1 Operationalization of the Role of Performance Evaluation within the Control Mix;130
14.2.2.2;5.2.2.2 Operationalization of the Content of Performance Evaluation;133
14.2.2.3;5.2.2.3 Operationalization of the Process of Performance Evaluation;135
14.3;5.3 Data Collection;137
14.4;5.4 Data Analysis;141
14.5;5.5 Review of the Research Approach;148
15;6 Empirical Findings;152
15.1;6.1 Empirical Findings on "Eucom";152
15.1.1;6.1.1 Introducing Eucom and Its Subsidiaries;152
15.1.2;6.1.2 The German Subsidiary of Eucom;154
15.1.3;6.1.3 The Spanish Subsidiary of Eucom;167
15.1.4;6.1.4 The Finnish Subsidiary of Eucom;177
15.1.5;6.1.5 Discussion of the Performance Evaluation at Eucom;189
15.1.6;6.1.6 Standardization versus Role-Differentiation in Performance Evaluation at Eucom;196
15.2;6.2 Empirical Findings on "Gloneer";200
15.2.1;6.2.1 Introducing Gloneer and Its Subsidiaries;200
15.2.2;6.2.2 The Gloneer Subsidiary "Germany L";205
15.2.3;6.2.3 The Gloneer Subsidiary "USA L";217
15.2.4;6.2.4 The Gloneer Subsidiary "Switzerland";225
15.2.5;6.2.5 The Gloneer Subsidiary "Germany S";235
15.2.6;6.2.6 The Gloneer Subsidiary "Sweden";243
15.2.7;6.2.7 The Gloneer Subsidiary "Germany P";250
15.2.8;6.2.8 The Gloneer Subsidiary "Great Britain";260
15.2.9;6.2.9 The Gloneer Subsidiary "China";269
15.2.10;6.2.10 The Gloneer Subsidiary "India";282
15.2.11;6.2.11 Discussion of the Performance Evaluation at Gloneer;289
15.3;6.3 Comparison of the Role-Specific Performance Evaluation at Eucom and Gloneer;308
16;7 Contributions, Limitations and Implications for Future Research;312
17;Appendix I: Descriptive Contributions on Performance Evaluation;319
18;Appendix II: Explanatory Contributions on Performance Evaluation;324
19;Appendix III: Interviews and Additional Material;338
20;Appendix IV: Interview Guide;340
20.1;Introduction;340
20.2;Subsidiary Situation;340
20.3;Subsidiary Roles;340
20.4;Control Mix;342
20.5;Performance Evaluation - Content;343
20.6;Performance Evaluation - Process;343
20.7;Additional Comments;344
21;Appendix V: Case-Specific Scales for the Performance Evaluation Process;345
22;References;348

Defining Performance Evaluation and Its Role as Control Mechanism.- Review of the Literature on Performance Evaluation of Foreign Subsidiaries.- The Research Framework.- The Empirical Study.- Empirical Findings.- Contributions, Limitations and Implications for Future Research.

Über Autor(innen)

Dr. Katharina Kretschmer promovierte an der ESCP-EAP, Europäische Wirtschaftshochschule, in Berlin und ist als Unternehmensberaterin bei The Boston Consulting Group tätig.