Integration and responsiveness in subsidiaries in emerging economies

Klaus E. Meyer, Yu Shan Su*


研究成果: 雜誌貢獻期刊論文同行評審

43 引文 斯高帕斯(Scopus)


The integration-responsiveness (IR) framework with the typology of international, multi-domestic, global and transnational MNE strategies has become a standard in international management textbooks. In particular, the 'transnational strategy' is advocated by some gurus, but considered unworkable by other scholars. Yet, despite the popularity of the framework, and the concept of 'transnational strategy' in particular, surprisingly little evidence exists for under which conditions this strategy is most appropriate. This paper revisits the typology using a contingency approach suggesting that the transnational strategy works well if it "fits" with other elements of a subsidiary's strategy. We test hypotheses derived from this perspective on a sample of subsidiaries in two emerging economies. We find that transnational strategy enhances subsidiary performance in particular if the subsidiary is wholly owned, if it was not established by acquisition, and if it is highly export oriented.

頁(從 - 到)149-158
期刊Journal of World Business
出版狀態已發佈 - 2015 1月 1

ASJC Scopus subject areas

  • 商業與國際管理
  • 金融
  • 行銷


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