Headquarters value added and subsidiary performance: insights from Thailand

Kingkaew, Suthikorn; Dahms, Sven

doi:10.1108/ribs-11-2017-0099

Cited by 13 publications

(13 citation statements)

References 75 publications

(138 reference statements)

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“…After several attempts to contact the companies over the time period between March and May 2017 we achieved a net response rate of 22% (101 out of 458), which is in line with adjacent studies (e.g. Kingkaew & Dahms, 2018;Reimann et al, 2015;Shirodkar et al, 2016).…”

Section: Data Collection and Samplesupporting

confidence: 86%

Global and Local CSR Strategies in Foreign-Owned Subsidiaries: The Role of Networks and Competencies

Dahms

2020

Multidiscip. bus. rev (Impr.)

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The purpose of this research is to investigate the role of networks and competency dimensions in determining the corporate social responsibility (CSR) strategy of foreign-owned subsidiaries. Survey data has been collected from subsidiary managing directors and analysed using structured equation modelling and fuzzy set qualitative comparative analysis techniques. We show that networks and competencies can have competing as well as complementary effects on the global and local CSR strategies. For instance, inter-organisational network strength and competencies in high primary value chain activities seem to drive global as well as local CSR activities. However, the case is more complex for intra-organisational network relationships and subsidiaries with competencies in supporting value chain activities. The originality of this paper lies in the detailed investigation of how network relationships and competencies affect global and local CSR strategy development. We also provide novelty in applying a combination of symmetric (SEM-PLS) and non-symmetric (fsQCA) analytical techniques.

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Section: Data Collection and Samplesupporting

confidence: 86%

Global and Local CSR Strategies in Foreign-Owned Subsidiaries: The Role of Networks and Competencies

Dahms

2020

Multidiscip. bus. rev (Impr.)

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“…In particular, we combine insights based on two different fields: on the one hand, the resource dependency theory, which has a somewhat stronger presence in international business literatures, and on the other the institutional perspective on legitimacy, which is a key pillar of recent CSR theoretical frameworks. Methodologically, we further advance the simultaneous use of symmetric and nonsymmetric methods and arguments, to understand and move beyond the direct impact that applied theoretical concepts can have on predicted outcomes (Fiss, 2007;Kingkaew & Dahms, 2018b;Prado & Woodside, 2015). On the empirical side, our study further nurtures the understanding of CSR strategies in foreign-owned subsidiaries located in emerging markets (Hah & Freeman, 2014).…”

Section: Discussionmentioning

confidence: 83%

Power, CSR strategy, and performance in foreign‐owned subsidiaries

Dahms

2019

Can J Adm Sci

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We investigate how a subsidiary's power base influences its strategic corporate social responsibility (CSR) focus on international and local issues, and performance. We develop a theoretical framework and test symmetric hypotheses as well as non‐symmetric research queries based on insights from resource dependency theory and institutional theory. We use survey data collected from foreign‐owned subsidiaries located in the mid‐range emerging economy of Taiwan. We find that a large power base positively influences an international CSR strategic focus in subsidiaries. Furthermore, our symmetric results indicated that only international CSR strategies are conducive to performance. However, our complementing non‐symmetric results show that the distinct power‐base dimensions in combination with a local CSR strategic focus can also lead to high performance outcomes.

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“…In this way, the relationship between the two companies is very critical to business success. Similarly, Kingkaew and Dahms (2018) found that intraorganisational relationship is determinant to increase the headquarter value added and the subsidiary performance.…”

Section: Changes Caused By Administrative Distancementioning

confidence: 88%

Subsidiary strategy and managers’ perceptions of distance to foreign markets

Antunes

Barandas

Martins

2019

RIBS

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Purpose The purpose of this paper is to examine how headquarters’ managers perceive – cultural, administrative, geographic and economic (CAGE) – distance between countries and its influence on the strategy of international subsidiaries. Design/methodology/approach This study applies the transaction cost and behavioural theory and presents an exploratory and qualitative methodology approach through six semi-structured in-depth interviews to evaluate managers’ perceptions of distance between countries. Findings The research findings show that cultural and economic distances indeed have a major influence on subsidiary strategy and a smaller impact of administrative and geographic dimensions, which results into forced changes on the marketing-mix, i.e. product, price, design and brand, as well as on the level of autonomy granted to foreign subsidiaries. Research limitations/implications The limitation is related to the home country and the entry mode of foreign direct investment. The findings presented here reflect the nature and behaviour of Portuguese companies with subsidiaries. Practical implications The research provides recommendations for managers to be aware of the influence of more than one dimension of distance between countries to improve their decision-making of standardisation-adaptation strategy for foreign subsidiaries. Furthermore, the study stresses that managers’ perceptions may lead to the conclusion that proximity and knowledge of foreign markets does not make international business easier. Originality/value This empirical research not only tests the transaction cost theory and behavioural theory on managers’ decisions to invest abroad but also promotes organisational changes to achieve the suitable strategy for international subsidiaries. The study contributes to the area of international business by positing six research propositions concerning distance between countries to be tested in future studies.

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Headquarters value added and subsidiary performance: insights from Thailand

Cited by 13 publications

References 75 publications

Global and Local CSR Strategies in Foreign-Owned Subsidiaries: The Role of Networks and Competencies

Global and Local CSR Strategies in Foreign-Owned Subsidiaries: The Role of Networks and Competencies

Power, CSR strategy, and performance in foreign‐owned subsidiaries

Subsidiary strategy and managers’ perceptions of distance to foreign markets

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