Perception Gaps between Headquarters and Subsidiary Managers: Differing Perspectives on Subsidiary Roles and their Implications

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Springer-Verlag, Feb 24, 2010 - Business & Economics - 300 pages
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Andrea Daniel not only compares headquarters and subsidiary managers’ perceptions of a subsidiary’s role, but she analyzes the implications of perception gaps for the headquarters-subsidiary relationship.
 

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Contents

Introduction
1
Development of the HeadquartersSubsidiary Relationship Literature
10
The Multinational Corporation as a Network
11
Comparison of Subsidiary Role Typologies
19
Bartlett and Ghoshals Subsidiary Role Typology
23
Gupta and Govindarajans Subsidiary Role Typology
27
HeadquartersSubsidiary Perception Gaps
32
Empirical Studies of Perception Gaps between Headquarters and Subsidiary
36
Questions Concerning HeadquartersSubsidiary Goal Conflict
129
Interview Guideline
133
Respondents Involved in the Empirical Study
134
Sample Chart Role Perceptions
136
Sample Chart HeadquartersSubsidiary Conflict
137
Components of Data Analysis According to Miles and Huberman
139
Empirical Findings
147
Overview of the Analyzed Subsidiaries of Autocomp
149

Overview of the Research Field on Perception Gaps
37
Typology for Interpersonal Conflict in Organizations
41
Classifications of Organizational Goals
50
Organizational Goal Types in the Present Study
52
Conceptual Framework
54
Basic Paradigms of Organizational Theories According to Burrell and Morgan
55
Four Views of Organization and Management According to Astley and Van de Ven
56
Factors Involved in a Role Episode
72
Organizational Role Theoretical Framework
73
Elements of a Conflict Situation
75
Katz and Kahns Conflict Model
77
Two Dimensions of Differentiation in Multinational Network Corporations
81
Application of the Organizational Role Theoretical Framework to Subsidiary Roles
87
Elements of the Conflict Situation in the Present Study
93
Proposed Conceptual Framework
100
Potential Implications of Perception Gaps Concerning Market Importance
104
Potential Implications of Perception Gaps Concerning Subsidiary Capabilities
106
Potential Implications of Perception Gaps Concerning Knowledge Inflow
108
Potential Implications of Perception Gaps Concerning Knowledge Outflow
109
Empirical Study
111
Perception Gaps Concerning the Subsidiarys Current Role in the Empirical Study
117
Questions Concerning the Subsidiarys Market
121
Questions Concerning the Subsidiarys Capabilities
122
Questions Concerning Knowledge Flows to and from the Subsidiary
124
Questions Concerning HeadquartersSubsidiary Distribution Conflict
127
Questions Concerning HeadquartersSubsidiary Process Conflict
128
Questionnaire Results for the Role of Autocomps Hungarian Subsidiary
157
Perceptions of the Hungarian Subsidiarys Role and their Implications
165
Questionnaire Results for the Role of Autocomps Polish Subsidiary
166
Perceptions of the Polish Subsidiarys Role and their Implications
169
Questionnaire Results for the Role of Autocomps Turkish Subsidiary
170
Perceptions of the Turkish Subsidiarys Role and their Implications
181
Questionnaire Results for the Role of Autocomps Mexican Subsidiary
183
Perceptions of the Mexican Subsidiarys Role and their Implications
189
Questionnaire Results for the Role of Autocomps Chinese Subsidiary
191
Perceptions of the Chinese Subsidiarys Role and their Implications
196
Questionnaire Results for the Role of Construcs USAmerican Subsidiary
198
Perceptions of the USAmerican Subsidiarys Role and their Implications
203
Subsidiary Role Dimensions in the Present Study
211
Factors Involved in a Role Episode between Headquarters and Subsidiary
213
Perceived and Expected Role Behaviour
215
Constellations of Perception Gaps
216
Proposed Conceptual Framework
226
Implications of Perception Gaps Dimensions Corresponding to the Role Definition
231
Implications of Perception Gaps Dimensions not Corresponding to the Role Definition
232
Implications of Perception Gaps Subsidiarys Shouldbe Role
233
Twodimensional Taxonomy of Conflict Handling Intentions
236
Extended Conceptual Framework
238
Discussion
240
Appendix
257
References
267
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About the author (2010)

Dr. Andrea Daniel finished her doctorate at ESCP Europe Wirtschaftshochschule Berlin, Chair of International Management and Strategic Management (Prof. Dr. Stefan Schmid).

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