Upgrading strategic position of subsidiaries of international companies – An example of Tension Taiwan

• Main Authors: Yang, Wen-Chu, 楊文註
• Other Authors: Lin, Ting-Ling
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/75299769478299583625

碩士 === 國立臺北大學 === 企業管理學系碩士在職專班 === 100 === In the past, the analysis of Multinational Corporation mainly from the parent company point of view as a starting point. After the 1980s, there is more and more researches focus on the role of multinational corporation subsidiaries’ role status and strategic value. This study investigated: 1. The motivation and enter mode of parent company internationalization. 2. Subsidiaries hold crucial factors while subsidiaries role changing, as well as in the development and evolution of strategic position. 3. The change of power and resource between the parent and subsidiary companies, during each development process. This study recalling the past definition and motivation of multinational corporations and internationalization, the entry mode of international market and the process of internationalization, the change and evolution of strategy of multinational subsidiaries as well as their role and power, the resource-based theory literature, to develop the discussion of a multinational subsidiary explores it’s power obtain, and the conceptual research framework of the power change between parent company and its subsidiary, and utilize the qualitative research single case action research methodology, to conduct the case analysis and comparison. This study found, while researching and investigating the subsidiary strategy roles and the capabilities developing process, the role and capabilities of the subsidiary's strategy affected from the parent company strategically controlled internationalization motivation and mode, the pull of the macro-economical environment integration as well as the importance of host country market strategy, with those internal information flow from the parent company, to specify a subsidiary’s range of the value chain. If subsidiary accumulated to a certain extent of strategic role and capabilities, plus the host country market’s strategy improved, can help the subsidiary to break the rules, and create a conductive ability to re-achieve environment for subsidiary. In addition, the quality of the relationship is an important factor for the multinational company’s internal information flows smoothly and efficiently. Communication channels require by the formal and informal dual pipeline. The conclusions of this study, hope to provide some of the theoretical and practical insights to top management of the parent company and its subsidiaries as reference while operate its business decision making.