The growing anisotropy of the multinational corporation in the “new normal”

Gurkov, Igor

doi:10.1108/jocm-10-2017-0382

Cited by 3 publications

(1 citation statement)

References 42 publications

(38 reference statements)

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“…The heterogeneity of the institutional environment of the regions of Russia is emphasized, which prevents the implementation of the import substitution scenario, which provides a maximum of multiplier effects in the current conditions of the "new normalcy" (Gurkov 2019).…”

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confidence: 99%

Global Challenges of Digital Transformation of Markets Volume II

2022

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The Publisher has taken reasonable care in the preparation of this book, but makes no expressed or implied warranty of any kind and assumes no responsibility for any errors or omissions. No liability is assumed for incidental or consequential damages in connection with or arising out of information contained in this book. The Publisher shall not be liable for any special, consequential, or exemplary damages resulting, in whole or in part, from the readers' use of, or reliance upon, this material. Any parts of this book based on government reports are so indicated and copyright is claimed for those parts to the extent applicable to compilations of such works.

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Section: Complimentary Copymentioning

confidence: 99%

Global Challenges of Digital Transformation of Markets Volume II

2022

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Digitalization and corporate parenting styles of multinational corporations

Gurkov

Filinov

2022

IJOA

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Purpose This paper aims to outline the current and future influence of digitalization on the corporate parenting styles (CPSs) of multinational corporations (MNCs). Design/methodology/approach The authors used conceptual modeling in this study. Findings The authors identified five types of CPSs (Hypnos, Cronus, Rhea, Zeus and Athena). The overall impact of digitalization on CPSs is related to new, formidable opportunities for decreasing costs and increasing the efficiency of the intra-corporate transfer of knowledge and talent. Furthermore, digitalization leads to greater tightness in subsidiaries’ performance targets and greater intensity of control over subsidiaries’ activities, lower degrees of subsidiary autonomy and lower level of trust between the corporate headquarters and subsidiary managers. These effects endanger the existence of two CPSs (Hypnos and Athena) and significant changes for the other three CPSs. Practical implications Digitalization may lead to more homogeneous corporations, with the lower variety of CPSs and the greater centralization of decision-making in corporate and regional headquarters and stronger control on operations and performance of subsidiaries. Increased opportunities of a horizontal value transfer (knowledge) within the corporation will present an additional competitive advantage of subsidiaries of MNCs. The increased ability and willingness of corporate and regional headquarters of value appropriation from subsidiaries in different forms (profit, revenues, knowledge and talent) will force subsidiaries to use that additional competitive advantage to become more aggressive competitors in local and global markets. Originality/value To the best of the authors’ knowledge, this is the first attempt in the academic literature to predict the mutation of CPSs of MNCs under the impact of digitalization.

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The past, the present, and the foreseeable future of Russian manufacturing subsidiaries of Western multinational corporations

Gurkov

Saidov

2020

Journal of Eurasian Studies

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This article retraces the development of Russian manufacturing subsidiaries of Western multinational corporations from the late 1980s until 2019. Using secondary sources and a unique handcrafted database on significant extensions of manufacturing facilities of Western multinational corporations in Russia during 2012–2018, we present the position of Russian manufacturing subsidiaries of Western multinational corporations before and after the beginning of sanctions. We also indicate the major strategic challenges that they currently face, including the necessity to maintain dual loyalty (to home country and host country authorities), manage the deteriorating quality of business regulations in Russia, and overcome the increasing shortage of qualified personnel at all levels. The data on the opening of new facilities in 2017–2018 reveal that such issues impede but cannot stop the quantitative development of foreign-owned Russian manufacturing facilities. At the same time, saving on managerial expenses and low “investments in non-current assets” of the established manufacturing subsidiaries may break down “the innovation engine” assembled in many Russian manufacturing subsidiaries of Western multinational corporations and bring them into the periphery of their corporate parents, where the attention and resources from the corporate center are lacking.

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The growing anisotropy of the multinational corporation in the “new normal”

Cited by 3 publications

References 42 publications

Global Challenges of Digital Transformation of Markets Volume II

Global Challenges of Digital Transformation of Markets Volume II

Digitalization and corporate parenting styles of multinational corporations

The past, the present, and the foreseeable future of Russian manufacturing subsidiaries of Western multinational corporations

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