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- Gammelgaard, Jens, et al.
(författare)
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Subsidiary Role and Skilled Labour Effects in Small Developed Countries
- 2009
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Ingår i: Management International Review. - : Gabler Verlag/GWV Fachverlage GmbH. - 0025-181X .- 0938-8249 .- 1861-8901. ; 49, s. 27-42
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Tidskriftsartikel (refereegranskat)abstract
- This paper considers the proportion of skilled labour employed by subsidiaries in small countries in the context of the strategic role of subsidiaries. Strategic role is connected to autonomy and intra-organisational relationships and the mandates given to the subsidiary. In the paper, we draw on the literature on the strategic development of multinational corporations, and insights from inward foreign direct investments in small developed countries. This ispresented in a unifying framework in order to predict diverse categorizations of the impact of subsidiary role on the proportion of their employment of skilled labour. The paper derives two propositions that postulate interactions between three roles containing different levels of autonomy and intra-organisational relationships in small developed countries that lead to different proportions of skilled labour in subsidiaries. We predict the highest proportion of skilled labour by subsidiaries located in small developed countries in the case of world mandates when autonomous-based operations are emphasized. When there is an emphasis on intra-organizational relationships, measured by product flowsand integrated international value-chain configurations, we predict the proportion of skilled labour to be highest in the cases of specialized contributors. We propose the proportion of skilled labour to be lowest in the case of local implementers.
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| 2. |
- Gammelgaard, Jens, et al.
(författare)
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The impact of increases in subsidiary autonomy and network relationships on performance
- 2012
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Ingår i: International Business Review. - : Elsevier. - 0969-5931 .- 1873-6149. ; 21:6, s. 1158-1172
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Tidskriftsartikel (refereegranskat)abstract
- This paper uses network approaches to subsidiary theory to investigate the performance impacts of interactions among the factors of autonomy, intra-organizational network relationships, and inter-organizational network relationships. The paper offers an analysis of both direct and indirect interactions among these factors. This study develops and extends existing research that uses network-based approaches in studies of subsidiary performance by considering the roles of autonomy and network relationships. In addition, the study examines changes in terms of increases in the interactions between the main factors rather than the levels of these factors. The examination of the interactions between increases in autonomy and networks and the subsequent impact of this change on performance contributes to a better understanding of subsidiary evolution. The results, which are based on data gathered from a survey of 350 foreign-owned subsidiaries in the UK, Germany, and Denmark, reveal complex interactions between increases in autonomy and network relationships, and the subsequent impact of these changes on performance. The results also highlight the central role of inter-organizational network relationships in the interaction between the factors, which produce significant and positive effects.
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| 3. |
- Gammelgard, Jens, et al.
(författare)
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Characteristics of Low-Autonomy Foreign Subsidiaries : Value Chains, Staffing, and Intra-Organizational Relationships
- 2012
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Ingår i: Journal of International Business and Economics. - 1544-8037 .- 2378-9174. ; 13:1, s. 65-95
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Tidskriftsartikel (refereegranskat)abstract
- This paper examines several characteristics of foreign subsidiaries with low autonomy. Data derived from a survey of 381 MNC subsidiaries located in Denmark, Germany and the UK demonstrate that low-autonomy subsidiaries are highly embedded in their respective MNC networks and that they establish a high number of intra-organizational relationships. Furthermore, such subsidiaries are typically managed by nationals of the MNC’s headquarters home country. Despite the fact that such subsidiaries have low autonomy, they employ a high proportion of professional staff members. We find a negative relationship between lower autonomy and the production activities carried out by the subsidiary. In fact, low-autonomy subsidiaries appear to be specialized in that they focus on a few value-chain activities and they typically serve as marketing outlets.
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