La filial trampolínuna innovación organizativa en la empresa multinacional

  1. Pla Barber, José
  2. Villar García, Cristina
  3. Dasí, Àngels
Journal:
Economía industrial

ISSN: 0422-2784

Year of publication: 2014

Issue Title: Conceptos aactuales en dirección estratégica

Issue: 391

Pages: 105-114

Type: Article

DIALNET GOOGLE SCHOLAR lock_openOpen access editor

More publications in: Economía industrial

Abstract

This study delves into the analysis of Latin American investments from Spanish subsidiaries of foreign multinationals corporations (MNCs) and their role as extra-regional headquarters. These springboard subsidiaries allow foreign MNCs to enhance the implementation of their activities in Latin America by facilitating the attainment of the required experiential knowledge, yet without doing initial investments. The intermediate position of Spain between Latin America and investing countries facilitates knowledge transfer from the springboard country to local subsidiaries in the host region. On the one hand, it helps to generate �external legitimacy� in the host country. On the other hand, it increases the �internal consistency� in knowledge transfer from headquarters to local subsidiaries through the Spanish unit. Using these intermediate organizational structures improves knowledge management, external relationships with customers and suppliers and global performance in host markets, as an organizational innovation in the MNC. Basing on a data set covering springboard subsidiaries in Spain, we offer empirical evidence of the main characteristics of this strategy, providing novel insights to manage MNCs� network

Bibliographic References

  • ALFOLDI, E.; CLEGG, J. y MCGAUGHEY (2012): Coordination at the Edge of the Empire: The Delegation of Headquarters Functions through Regional Management Mandates. Journal of International Management, vol. 18, nº 3, pp. 276-292.
  • ASAKAWA, M. y LEHRER (2003): Managing local knowledge assets globally: the role of regional innovation relays, Journal of World Business, nº 38, pp. 31-42.
  • ASMUSSEN, C.G. y GOERZEN, A. (2013): Unpacking dimensions of foreignness: firm-specific capabilities and international dispersion in regional, cultural and institutional space. Global Strategy Journal, nº 3, pp. 127-149.
  • BARTLETT, C.A. y GHOSHAL, S. (1989): Managing Across Borders: The Transnational Solution. Boston: Harvard Business School Press.
  • BENITO, G.; LUNNAN, R. y Tomassen, S. (2011): Distant En counters of the Third Kind: Multinational Companies Locating Divi sional Headquarters Abroad. Journal of Management Studies, vol. 48, nº 2, pp. 373-394.
  • BIRKINSHAW, J. (1997): Entrepreneurship in multinational corporations: the characteristics of subsidiary initiatives, Strategic Mana gement Journal, vol. 18, nº 3 pp. 207-229.
  • BIRKINSHAW, J.; BOUQUET, C. y AMBOS, T. (2007): Managing executive attention in the Global Company. Sloan Management Review, vol. 48, nº 4, pp. 39-45.
  • BIRKINSHAW, J.M. y HOOD, N. (1998): Multinational subsidiary evolution: capability and charter change in foreign-owned subsidiary companies. Academy of Management Review, vol. 23, nº 4, pp. 773-795.
  • BIRKINSHAW, J. y MORRISON, A. J. (1995): Configurations of strategy and structure in subsidiaries of multinational corporations. Journal of International Business Studies, vol. 26, nº 4, pp. 729-753.
  • BOUQUET, C. y BIRKINSHAW, J.M. (2008): Managing power in the multinational corporation: How low-power actors gain influence. Journal of Management, vol. 34, nº 3, pp. 477-508.
  • FORSGREN, M. y PEDERSEN, T. (2000): Subsidiary influence and corporate learning: centers of excellence in Danish foreign-owned firms. En U. Holm y T. Pedersen (Eds.) The emergence and impact of MNC centers of excellence. London: Macmillan.
  • GOERZEN, A. y BEAMISH, P. (2005): The effect of alliance network diversity on multinational enterprise performance. Strategic Management Journal, vol. 26, nº 4, pp. 333-354.
  • GUPTA, A.K. y GOVINDARAJAN, V. (1991): Knowledge flows and the structure of control within multinational corporations. Academy of Management Review, vol. 16, nº 4, pp. 768-792.
  • HUTZSCHENREUTER, J.; VOLL, J. y Verbeke, A. (2011): The impact of added cultural distance and cultural diversity on international expansion patterns: a Penrosean perspective, Journal of Management Studies, vol. 48, nº 2, pp. 305-329.
  • JARILLO, J.C. y MARTÍNEZ, J.I. (1990): Different roles for subsidiaries: the case of multinational corporations in Spain. Strategic Management Journal, vol. 11, nº 7, pp. 501-512.
  • LASSERRE, P. (1996) Regional headquarters: The spearhead for Asia Pacific markets. Long Range Planning, nº 29, pp. 30-37.
  • MUDAMBI, R. y NAVARRA, (2004): Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs, Journal of International Business Studies, vol. 35, nº 5, pp. 385-406.
  • OECD-EUROSTAT (2005): Oslo Manual. Guidelines for collecting and interpreting innovation data. Third Edition, OECD; Paris.
  • PLA-BARBER, J., y CAMPS, J. (2012): Springboarding: a new geographical landscape for European foreign investment in Latin America, Journal of Economic Geography, vol. 12, nº 2, pp. 519-538.
  • PRAHALAD, C.K. y BHATTACHARYYA, H. (2008): Twenty hubs and No HQ. Strategy + Business, nº 50, pp. 1-5.
  • QIAN, G.; LI, L. y RUGMAN, A. (2013): Liability of country foreignness and liability of regional foreignness: Their effects on geographic diversification and firm performance. Journal of International Business Studies, nº 44, pp. 635–647.
  • ROTH, K. y MORRISON, A. (1992): Implementing global strategy: Characteristics of global subsidiary mandates. Journal of International Business Studies, nº 23, pp. 715-736.
  • TAGGART, J.H. (1997): Autonomy and Procedural justice: A Framework for Evaluating Subsidiary Strategy, Journal of Interna tional Business Studies, vol. 28, nº 1, pp. 51-76.
  • WHITE, R.E. y POYNTER, T.A. (1984): Strategies for Foreign-Owned Subsidiaries in Canada. Business Quarterly, Summer, pp. 59-69.
  • YEUNG, H.; POON, J. y MARTIN, P (2001): Towards a regional strategy: the role of Regional headquarters of Foreign Firms in Singapore. Urban Studies, vol. 38, nº 1, pp. 157-183.
Data source: Dialnet