8 research outputs found
Headquarters-subsidiary relationship governance in emerging markets of Central Eastern Europe : a study in Poland
No full textMultinational enterprises often seem to be on a ‘roller coaster’ when managing their operations in transition economies, especially because of the volatile business and political environment. The study analyses the subtle equilibrium between formal control and day-to-day coordination in the Headquarters-Subsidiary (HQ-S) relationship of more than 70 subsidiaries of large multinational companies in Poland, taking the cultural differences between the headquarters and subsidiary country into account. It is concluded that in the best performing multinationals, strategic and operational control mechanisms are tightly organised, building a platform on which intensive coordination and attuning occurs to deal with the day-to-day management challenges. Interestingly, also for entering new markets, a prospector strategy focusing on innovation shows better results than copying of competitors. However, it also reveals that there is no simple and uniform recipe for managing subsidiaries. The road from governance to performance is not a one-way street, creating flexibility and learning capabilities at the subsidiary level clearly contribute to the success of international operations.
Headquarters-subsidiary relationship governance in the emerging markets of Central Eastern Europe. A Survey in Poland
No full textManagement Control Systems in Subsidiaries of Multinationals in the Emerging Market of Central Eastern Europe
No full textUsing transaction cost theory and the theory of multinational enterprise, this study examines the extent of the degree to which management of multinational companies can control over its subsidiaries' configuration and coordination abilities. Empirical results showed that the subsidiaries enjoyed a significant freedom when decentralized standards were used in operational and the production activities. In the long-run, however, the centralized standards worked better¿ the greater the coordination activities between the multinational companies and their subsidiaries the lesser the control needed
Headquarters-subsidiary relationship governance in Poland
No full textThe study addresses the views of agency and stewardship theory on governance of the relationship between headquarters and subsidiaries. It explores the influence of strategy, task environment and cultural differences on this relationship. The conceptual model is explored based on a survey of 76 polish subsidiaries of multinational enterprises (MNEs) from 12 countries using partial least squares. The results show that the agency and stewardship mechanisms are used alongside each other, and are complementary. Agency mechanisms provide the platform on which stewardship mechanisms are built. Unexpectedly, the international strategy of the MNEs does not appear to influence the effectiveness and choice of the governance mechanisms. It is concluded that MNEs should recognise contextual and cultural differences in designing the headquarters-subsidiary governance
Comparison of Mangement Control Systems in new entries in the emerging markets of Asia and Central Eastern Europe
No full text
IoT as a Means of Strengthening Individual Farmers’ Position in Collaboration for Transformation to Sustainable Farming.
No full textNew solutions to collaboration toward sustainability are needed for the agri-food sector, covering sustainability in a broader sense, including social, economic, and environmental issues. The chapter describes the use of Internet of Things in combination with sensor data networks in a micro-case where farmer can improve the farms’ sustainability. The results show that using IoT enables the farmer to regain the “being-in-control” position of running his own farm, as owner of the data (management) and the sensor system. This stronger position brings connectivity to the farm environment, saves resources, and drives down unnecessary costs such as those arising from passively complying to stakeholders’ pressures. Further, the chapter shows the areas for future developments in transformation to smart farming
