| Summary: | 博士 === 中國文化大學 === 國際企業管理研究所 === 88 === The purpose of this study is to develop a more comprehensive framework that in-tends to explain how MNCs differentiate their control mechanisms and operational ca-pabilities according to roles of subsidiaries to effectively implement international strat-egy. The framework is then applied to a sample of 62 subsidiaries of MNCs in Taiwan. Results show that this framework is valid and 4 main findings are summarized as fol-lows:
1. Based on integration-responsiveness framework, 4 types of strategic roles of subsidi-aries are found. They are quiescent, active, autonomous and receptive subsidiary re-spectively. This result implies that MNCs differentiate the roles of their subsidiaries when implementing international strategy.
2. The top 3 performers of subsidiaries for each strategic role are selected to test the dif-ferentiation of centralization, formalization, socialization, configuration and coordi-nation among strategic roles of subsidiaries. The result indicates that the differentia-tion is significant and the ideal combination of control mechanisms and operational capabilities is supported. It implies that MNCs can implement international strategy most effectively when they apply the differentiated and ideal combination of control mechanisms and operational capabilities among subsidiaries.
3. A fit between roles of subsidiaries, control mechanisms, and operational capabilities is positively related to subsidiary performance. This implies that MNCs will more ef-fectively implement international strategy if a more proper fit between roles of sub-sidiaries, control mechanisms and operational capabilities is reached.
4. Procedure justice has a positive influence on the relationship between differentiated fit and subsidiary overall performance. This implies that the interaction between pro-cedure justice and differentiated fit positively influence effectiveness of MNCs im-plementing international strategy.
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