This study conducts a case study and aims to investigate how a Financial Holding Corporation used balance scorecard to build its performance measurement system on the headquarter¡¦s viewpoint. And this study also investigate how the case company used balance scorecard to maximize its synergies when facing such a complicated organization structure and management environment. The study finds that, due to the accordance of the organization, the integration of internal resources, and the focus of the strategy, the cash management products has increased at the growth rate of 30¢H-40¢H in these five years. And the service to integrate Taiwanese businesses in different countries has increased at the growth rate of 70¢H-80¢H in these five years. In terms of unqualified effects, the case company has excellent performances in the perspectives of the procedure, the cost, the benefit, the management, the system and the synergy. The major results regarding why this case company could successfully implement balance scorecard to create enterprise-derived values are summarized as follows:1¡BThe key success factors and key performance indexes are closely combined¡F2¡BThe strategy of this organization is focused¡F3¡BThe quantity of these performance measurement indexes is adequate.

When Global Regional Economics came into being one after another, the connection between industry development and specialized division accelerates the establishment of regional operational headquarters by Multinational Corporations. As for cities, the key factors in attracting enterprises for setting up Operation Center are the environment which suit with development. The literatures and data indicated that the city with strong competitiveness may have more significant industry clusters; besides, the how does a city connect with global market will become the crucial element in city development. All the time, the overall development of Taiwan has been influence by the political situation between Taiwan Strait, so as soon as the relationship between Taiwan Strait been improved, the chances of interflowing between Taiwan Strait will grow in number. Under this situation, how Kaohsiung city builds up the mechanism of industries division and corporation become an important issue when it comes to setting up the regional operation center. From the case study of Hong Kong, Singapore and Shanghai, I sums up with location condition, government policies and human resource as the weaker part for Kaohsiung as an operation center. Also, from the analysis of the related data, geographic superiority, traffic condition, the perfection of infrastruction, the cooperation of supporting industries, government policies and human resource should be put into consideration when a operation center choosing its operation location; among of them, government policies is the most powerful element. According to this founding, the executive managers of six golden industries for Kaohsiung are selected as the interviewees. Taking production factors, requirement conditions, support condition and government policies as the interviewing outline, and with the help of ATLAS.ti, forty-one indicators of advancing regional operation headquarter for Kaohsiung are resulted. According to the data, interviewees believe that Kaohsiung city should work harder to advance the regional operation headquarter, including the insufficient of human resource, irrelevancy of enactment and lack of related industries etc.. Kaohsiung city now is in the phase of transforming and her out value is led by manufacturing industry. However, with the advantage of manufacturing and two ports, the interviewees still believed on the Kaohsiung city once city government can combine these advantages with government policies and human resource. Most importantly, the leading sections should jump out of the box of bureaucracy and fully use the resources of industry, scholar and government; furthermore, they should improve the government efficiency by horizontal integration and develop the module of partnership, with these improvement and development, Kaohsiung will get closer to the regional operation headquarter.

In the era of knowledge-based economy, the competition models in information service and telecom industries have been affected by rivals across the countries, evolutions of cutting-edge technologies and new business models. The competition advantages of traditional cross-industry large firms depend on the capability of vertical or horizontal integrations. The joint operational movements have become one of the core competences of enterprise. The large firm which has several strategic business units (SBUs) often faces complications of beneficial conflicts between its SBUs. In addition, cooperative achievement which should be produced by deploying balanced scorecard (BSC) could be affected due to poor communication and evaluation between headquarter (HQ) and the SBUs. By choosing the C telecom company as a case study, this thesis explores how BSC and strategy map which are deployed inside this company affect HQ and SBUs in operational aspect. By interviewing the senior managers from HQ and SBUs of the C telecom company, we can actually access the status of implementing BSC and the synergies between HQ and SBUs in this firm. Moreover, with Goold & Campbell (1998) as the theory basis, we analyze how BSC affects synergies by reviewing the signs of six synergy types. We found in this thesis that BSC in the C telecom company apparently have created significant effects in three synergy types, such as ¡§shared know-how¡¨, ¡§shared tangible resources¡¨ and ¡§combined business creation¡¨. However, only partial or none of effects have appeared in other synergy types, including ¡§coordinated strategies¡¨, ¡§vertical integration¡¨ and ¡§combined business creation¡¨. In order to produce more significant effects of synergies, we provide the following suggestions to C telecom company while functioning BSC. 1. Reinforce the integration of Key Performance Indicators (KPIs). 2. Maintain the autonomy of SBUs. 3. Enhance the coordination and intervention competences of HQ. 4. Organize the Office of Strategy Management (OSM).

Thesis (M. Sc.)--University of Hong Kong, 1992. / Includes bibliographical references.

During the past few years, South Africa established a competitive headquarter tax regime, which was implemented with the primary goal of encouraging foreign direct investment in South Africa. An important secondary goal was for South Africa to be used as a Holding Company location through which multinational entities can invest into sub-Saharan Africa. Although the Headquarter Company regime was developed to prevent any direct losses to the fiscus, it did not create any direct benefits or advantages. Internationally, substance requirements have a two-fold purpose: to encourage resident tax entities to engage in active economic activities, and to prohibit income losses due to tax avoidance or evasion. Some of the most important substance requirements are set out in a country’s policies on permanent establishment, beneficial ownership and transfer pricing. Another effective manner to encourage economic activity is to offer tax incentives to activities usually associated with Headquarter Companies. These activities include, but are not limited to active management, granting loans, leasing, and the provision of intellectual property. This research concludes that the inclusion of substance requirements in headquarter tax legislation will not only directly benefit the fiscus, but it will indirectly benefit the economy as a whole. / Dissertation (MCom)--University of Pretoria, 2012. / Taxation / unrestricted

Attention of top managers has an impact on future direction of an organization according to the attention-based view of the firm. In the context of multinational corporations, headquarters’ attention is likely to influence the actions and behavior of subsidiaries. Thus, in the thesis, I respond to calls for more research on this topic: enhancing the understanding about how a subsidiary’s perception of headquarters’ attention relates to its choice of communication moves when sharing business ideas with headquarters (also known as subsidiary voice). In recent research, subsidiary voice is viewed as a bottom-up tool for subsidiaries to attract headquarters’ attention to issues that they consider important for their local units and the entire organization. In line with the research purpose, the data were collected at the subsidiary level through a combination of both, survey and interviews. The findings based on empirical data point out that a subsidiary’s perception of headquarters’ attention engagement has a positive impact on its voice. This means that subsidiaries not having regular interaction with headquarters are unable to select communication moves that can attract headquarters’ attention and hence encounter challenges in adopting an initiative-taking approach to gain influence or a central position in the organization. As a result, contrary to the claims put forth in recent research, the thesis findings highlight that subsidiary voice alone is not enough to attract headquarters’ attention. Instead, subsidiaries can only use their voice when they have power (also called weight) to influence headquarters’ attention and decisions. This gives rise to an unequal playing field because subsidiaries that lack considerable weight are unable to contribute to strategy formulation and future planning done by the headquarters, with regard to their own units and the organization in general. On the contrary, subsidiaries with a considerable weight experience a high degree of attention engagement from the headquarters and thus find it easier to attract headquarters’ attention for their business ideas.

This paper will analyze the market reactions to news announcements of a corporate headquarter relocations for 76 firms through the time period of 1984 to 2012. Previous literature has identified that the market interprets capital expenditure decisions and acts on these interpretations, which can be found in the changes of the price of a security. The study uses an event-study methodology as well as a multiple-regression model to examine the contextual factors that play a role in influencing the corporate headquarter relocation decision. For the event-study, the event windows being used are two-day (-1,1), four-day (-2,2), fourteen-day (- 7,7), and two nineteen-day (-14,5 and -5,14) periods. The multiple regression model tests the relationship between the Average Cumulative Abnormal Returns over the event period three days prior to and after the day of the announcement (-3,3) against a number of other contextual variables.

To Invest in Mainland China becomes Taiwan corporations¡¦ high priority by virtue of China¡¦s vast internal consumer market, the trade liberalization after joining WTO, low labor cost, and easy communication in Chinese language. However, the special relationship between Taiwan and China induces Taiwan corporations¡¦ investment risks due to political uncertainties. The establishment of information and communication network between headquarters in Taiwan and their mainland subsidiaries enables the governance and coordination between two sides. However, bearing these special relations, it is a nontrivial question to ask any unique information infrastructure and system that Taiwan corporations adopt which may be consistent with or different from prior literatures in multi-national corporations. This thesis develops a conceptual framework to identify the relationship between the factors and IT configurations, and then proposes propositions to explain findings from three Taiwan companies, which have subsidiaries in China. This study asserts that the political uncertainties that influence the IT configuration of Taiwan companies with subsidiaries in China are common with multinational firms whose headquarter and subsidiaries have normal relationship. The major contribution of this study is to explore the factors that affect Taiwan companies¡¦ IT governing practice toward their China subsidiaries.

Modern management literature highlights the importance of headquarter and country organisations working together in an interdependent fashion to improve their performance. However, empirical support for this link is scarce; moreover, the theoretical framework on the factors that may affect these relationships and the prerequisites for fostering them is limited. Current literature highlights the importance of high levels of interdependency between HQs and subsidiaries for the performance of the subsidiary, but a direct relationship has not been established. In this research, the link between headquarter-subsidiary interdependence and subsidiary-level performance is empirically probed and explored, using a longitudinal, multi-method approach that combines quantitative and qualitative data. Responses to surveys from 53 marketing and business managers are used to describe the interdependence levels, which are then combined with actual launch outcomes data for Xarelto® in their respective countries. Based on the survey results, a direct link between headquarter and subsidiary interdependence and the launch success of Xarleto® could not be established and subsidiary interdependence and uptake levels were used to select 10 countries for further explorative interviews. The results of these highlighted that, through fully collaborative and supportive headquarter subsidiary relationships, improved knowledge transfer, avoidance of duplication and leveraging of materials and expertise, product launch outcomes in the subsidiary could be enhanced. Moderators to these relationships and factors to maintain these relationships will be presented and this research and a link to network theory and social capital will be made. This research provides several practical recommendations that can be taken into consideration when planning future launches to enhance product uptake in subsidiary markets.

摘要 本文之目的即從懲戒角度探索會計師事務所總、分所之審計品質差異。本文採用 2010~2015年中國大陸上市公司數據，通過實證迴歸得出了以下結論：從中國大陸本土“八大”、“十二大”來看，本文發現總所之會計師審計品質更高，被監管機關懲戒之可能性更低，這與本文之預期相符。同時，研究發現“十二大”會計師事務所總所之會計師在懲戒後改善效果比分所好。 / Abstract The objective of this thesis is to examine whether audit quality, measured as the auditor sanction likelihood, differs across auditors from headquarter office and those from other branch offices. Using a sample of listed firm in China during 2010 and 2015, my paper provides the following empirical findings. First, focusing on Big 8 or Big 12, I find that auditor from headquarter office have greater audit quality and, thus, are less likely to be sanctioned by regulatory agency or professional body, consistent with my hypothesis. Meanwhile, analyses reveal that auditors from headquarter office improve auditor quality more than those from branch office in the post-sanction period for a sub sample of firm-years audited by Big 12.