Custom cover image
Performance Evaluation of Foreign Subsidiaries / by Katharina Kretschmer
Resource type: Ressourcentyp: Buch (Online)Book (Online)Language: English Series: SpringerLink BücherPublisher: Wiesbaden : Gabler Verlag / Springer Fachmedien Wiesbaden GmbH, Wiesbaden, 2009Description: Online-Ressource (XXVI, 363p. 40 illus, digital)ISBN:- 9783834999221
- 650
- 658.4013
- 658.049
- HD28-70
- HD62.4
Contents:
Summary: Today, Multinational Corporations (MNCs) spread their value chains across the globe and foreign subsidiaries play a crucial role in creating value within and for the MNC. While some MNCs are aware of their subsidiaries' performance, others only have a vague idea. Research findings in this area are scarce and it is still little known on how different subsidiaries should be evaluated in order to maximize their contribution to the performance of the MNC as a whole. Katharina Kretschmer aims at filling this research gap. Qualitative case studies are used to analyze performance evaluation within MNCs empirically. The author shows that role differentiation exists within one MNC when subsidiaries with different strategic roles are identified. Furthermore, patterns are discovered in their performance evaluation. Deep insights into the implications of subsidiary roles are displayed, and it is demonstrated that role-specific subsidiary management is possible, if not necessary. In the future, MNC managers could benefit even more if, instead of treating all their subsidiaries alike, they approached them differently - especially when evaluating their performance.PPN: PPN: 1650761201Package identifier: Produktsigel: ZDB-2-SBE
mir-Edition; Vorwort der Herausgeber; Foreword of the Editors; Foreword; Preface; Overview of the Contents; Contents; Figures; Tables; 1 Introduction; 1.1 Performance Evaluation of Foreign Subsidiaries as a Management Problem; 1.2 Research Background and Research Questions; 1.3 Outline of the Study; 2 Defining Performance Evaluation and Its Role as Control Mechanism; 2.1 Performance Evaluation as Control Mechanism; 2.2 The Concept of Performance Evaluation; 2.3 An Integrative Concept of Performance Evaluation; 3 Review of the Literature on Performance Evaluation of Foreign Subsidiaries
3.1 Objectives and Methodology of the Literature Review3.2 Descriptive Contributions on Performance Evaluation of Foreign Subsidiaries; 3.3 Explanatory Contributions on Performance Evaluation of Foreign Subsidiaries; 3.4 Conclusions and Implications of the Literature Review39; 4 The Research Framework; 4.1 A Contingency Framework of Role-Specific Performance Evaluation; 4.2 Propositions on Role-Specific Performance Evaluation; 5 The Empirical Study; 5.1 Research Design; 5.2 Operationalization of the Elements of the Contingency Framework; 5.3 Data Collection; 5.4 Data Analysis
5.5 Review of the Research Approach6 Empirical Findings; 6.1 Empirical Findings on "Eucom"; 6.2 Empirical Findings on "Gloneer"; 6.3 Comparison of the Role-Specific Performance Evaluation at Eucom and Gloneer; 7 Contributions, Limitations and Implications for Future Research; Appendix I: Descriptive Contributions on Performance Evaluation; Appendix II: Explanatory Contributions on Performance Evaluation; Appendix III: Interviews and Additional Material; Appendix IV: Interview Guide; Introduction; Subsidiary Situation; Subsidiary Roles; Control Mix; Performance Evaluation Content
Performance Evaluation - ProcessAdditional Comments; Appendix V: Case-Specific Scales for the Performance Evaluation Process363; References;
No physical items for this record