When Do Distance Effects Become Empirically Observable? An Investigation in the Context of Headquarters Value Creation for Subsidiaries

被引：36

作者：

Beugelsdijk, Sjoerd ^{[1
]}

Nell, Phillip C. ^{[2
,3
]}

Ambosd, Bjoern ^{[4
]}

机构：

[1] Univ Groningen, Fac Econ & Business, Nettelbosje 2, NL-9747 AE Groningen, Netherlands

[2] WU Vienna, Vienna Univ Econ & Business, Inst Int Business, Welthandelspl 1, A-1020 Vienna, Austria

[3] Copenhagen Business Sch, Dept Strateg Management & Globalizat, Kilevej 14, DK-2000 Frederiksberg, Denmark

[4] Univ St Gallen, Inst Management IFB, Dufourstr 40a, CH-9000 St Gallen, Switzerland

来源：

JOURNAL OF INTERNATIONAL MANAGEMENT | 2017年 / 23卷 / 03期

关键词：

Multinational corporations; Distance; Headquarters-subsidiary relationships; Headquarters value added; Subsidiary embeddedness; Behavioral approach; INTERNATIONAL-BUSINESS; MULTINATIONAL-CORPORATIONS; NATIONAL CULTURE; KNOWLEDGE FLOWS; PERFORMANCE; EMBEDDEDNESS; MNC; PERSPECTIVE; STRATEGY; COORDINATION;

D O I：

10.1016/j.intman.2017.03.002

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Integrating distance research with the behavioral strategy literature on MNC headquarters-subsidiary relations, this paper explores how the distance between headquarters and subsidiaries relates to value added by the headquarters. We show for 124 manufacturing subsidiaries in Europe that, on average, distance is unrelated to value added by headquarters but that this effect is contingent upon the extent to which the subsidiary is locally embedded. Only after a certain threshold level of subsidiary embeddedness, distance is negatively related to headquarters value added. This effect is more pronounced for cultural, economic, and administrative distances than for pure geographic distance, highlighting the critical role of contextual variation for MNCs. (C) 2017 Elsevier Inc. All rights reserved.

引用

页码：255 / 267

页数：13

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