| Summary: | 碩士 === 國立中山大學 === 企業管理學系研究所 === 88 === Abstract
From literature reviews, I summarized five distinct dimensions to measure procedural justice. These are:(1) the extent to which bilateral communication exists between managers of head offices and subsidiaries units involved in strategic decision-making process;(2) the extent to which subsidiary units can legitimately challenge and refute the strategic views of head office managers;(3) the extent to which head office managers involved in strategic decision making are well informed and familiar with local conditions of subsidiary units;(4) the extent to which subsidiary units are provided a full account for the final strategic decisions of the head office;(5) the extent to which head offices do not discriminate but apply consistent decision making procedures across subsidiary units. I resort to the method of the case study to discuss how procedural justice cause influence on subsidiary performance.
My thesis focused on the four MNCs’ subsidiaries in Taiwan－McDonald’s Taiwan, Philips Taiwan, Taiwan Scott Paper Corporation, EPSON Taiwan Technology & Trading Ltd. After I integrated the interview data and literature, I raised five propositions and made my conclusion. My research conclusions proved that procedural justice can influence subsidiary performance, and the effects would change in correspondence to different situations. Finally, I suggested that MNCs’ head office should pay more attention to procedural justice when they are making decisions. Thus, they can effectively enhance subsidiary performance and lead to the formation of peaceful and interactive atmosphere between head office and subsidiaries.
|
|---|
