Abstract From literature reviews, I summarized five distinct dimensions to measure procedural justice. These are:(1) the extent to which bilateral communication exists between managers of head offices and subsidiaries units involved in strategic decision-making process;(2) the extent to which subsidiary units can legitimately challenge and refute the strategic views of head office managers;(3) the extent to which head office managers involved in strategic decision making are well informed and familiar with local conditions of subsidiary units;(4) the extent to which subsidiary units are provided a full account for the final strategic decisions of the head office;(5) the extent to which head offices do not discriminate but apply consistent decision making procedures across subsidiary units. I resort to the method of the case study to discuss how procedural justice cause influence on subsidiary performance. My thesis focused on the four MNCs¡¦ subsidiaries in Taiwan¡ÐMcDonald¡¦s Taiwan, Philips Taiwan, Taiwan Scott Paper Corporation, EPSON Taiwan Technology & Trading Ltd. After I integrated the interview data and literature, I raised five propositions and made my conclusion. My research conclusions proved that procedural justice can influence subsidiary performance, and the effects would change in correspondence to different situations. Finally, I suggested that MNCs¡¦ head office should pay more attention to procedural justice when they are making decisions. Thus, they can effectively enhance subsidiary performance and lead to the formation of peaceful and interactive atmosphere between head office and subsidiaries.

The determinants of multinational corporation subsidiaries' role and evolution--An empirical study of MNC subsidiary in Taiwan.My paper contains five companies to study the subsidiaries' strategic role and evolution.

Multinational Corporations (MNCs) increasingly realise the importance of acknowledging their dispersed subunits as individual organisations with the potential to formulate strategies and implement autonomous decision making in order to ensure the MNC‟s competitive viability. As MNCs need to remain responsive to the distinctive host markets‟ needs in order to retain and grow their market share, knowledge of the evolution of its subsidiaries becomes vital. Vodacom‟s new role as a subsidiary of Vodafone since its acquisition by the MNC in 2009, make it an ideal test subject to evaluate the roles of a subsidiary‟s mandates and its evolution in relation to the parent company from a South African perspective. The study summarised in this paper highlights a theoretically-based evaluation of the subsidiary-role frameworks, and presents new knowledge gained from in-depth interviews conducted with key personnel. The investigation suggests Vodacom is becoming an Active Subsidiary, showing high decision-making autonomy, operating and executing its decision making within the Vodafone procedures, policies and strategy. This has a marked effect on all business functions. Further research could focus on the processes of evolution of the subsidiary roles, and the contribution and strategic positioning of Centre of Excellence in the MNCs. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

¡@With the increasing growth of Asia market, most of well-known multinational corpo -ration have respectively extended their business to and weight their investment in Taiwan area. Accordingly, Taiwan and Asia enterprises themselves need needs to innovate and change repeatedly so as to improve their competitive ability. Taiwan is in a transient stage from ¡§manufacture orientation¡¨ to ¡§marketing orientation¡¨, now will change to ¡§innovation orientation¡¨. Therefore, it is a significant subject for Taiwan enterprises, especially for which intend to have international business, to apply domestic and overseas management theories and experiences to the characteristics of the enterprises themselves so as to develop a new management mode. ¡@After reviewing and organizing related domestic and overseas studies and documents, we will do discussion with five aspects including strategy, organization, reward, technology and marketing. We will further discuss and analyze, by case study, the development of innovation and reformation in a company and show the results caused thereby. We generalize a study conclusion according to the collected data, documents and contents of a case interview. In this study conclusion, it can be understood that a parent company should give its subsidiary company appropriate autonomies and timely changes in management style while the subsidiary company keeps on growing, and that an enterprise should make clear its market position, core specialty and main target, improve internal efficiencies (e.g. enterprise resource planning, knowledge management, innovation management, supply chain manage -ment and so on) by introducing new technologies, encourage employees to learn and to innovate more as well as adopt diverse salary system for employee performance. Since enterprises nowadays need to face the rapid changes of science and technology, diversified markets and competitive environments,the case will keep moving forward to the business objectives which is predetermined by its organization. ¡@Based on the case findings, an enterprise intends to keep a longer business, overtake competitors and create competitive advantage for becoming a top one, it innovate and change repeatedly and keep moving forward to the business objectives which is predetermined by its organization. which all are good management modes for current enterprises to survive, grow and confront the market changes.

Recently for over 20 years, the scholar who studies multinational corporation study the focus to move from MNC headquarter to MNC subsidiaries gradually, make the research about subsidiary's management increase gradually. And the autonomy is a subject that is worth studying among them, for MNCs, the subsidiary¡¦s autonomy is more and more important. Supports MNC headquarter and carries out the global strategies are subsidiary¡¦s mission. But with the difference of the control system of MNC, with the difference of the fierce change degree of environment, will cause the difference of subsidiary¡¦s autonomy. Try to find out the factor influencing autonomy from Taiwan and mainland subsidiary in this research. This research studies with four factors to find out which variable affect the extent of subsidiary¡¦s autonomy: First, how the subsidiary manager¡¦s traits influence on MNC subsidiary¡¦s autonomy; Second, how the MNC headquarters¡¦ traits influence on MNC subsidiary¡¦s autonomy; Third, how the environmental traits influence on MNC subsidiary¡¦s autonomy; Fourth, how the MNC subsidiary¡¦s traits influence on MNC subsidiary¡¦s autonomy. This research takes the measure of case study by interview. The case company sets up subsidiaries in Taiwan and mainland, and for the high-order executive of the interview case company. Originally discover the headquarter exerts a tremendous influence, nearly determine the extent of subsidiary¡¦s autonomy. And subsidiary manager's great ambition is also an important influence factor. In addition, discover that subsidiary's autonomy is dynamic equilibrium, result of compromise, and subsidiary¡¦s autonomy changes like a cycle.

With the relocation of the production base and market of printed circuited board (PCB) industry, the enterprise value activities of Taiwan PCB house extended to overseas gradually, especially to Mainland China. Therefore, the business operation was changed to the complex multinational corporation (MNC) management style from the simple single-side enterprise management style. It is an important issue for MNC to how to design or find the suitable management control system (MCS) and to integrate and allocation the enterprises operation resource to keep the good business performance and achieve MNC¡¦s development goal or target by the suitable MCS. The purpose of this study is to investigate the relationship between MNC organization, subsidiary strategic role, MCS and business performance through interview with five Taiwan PCB houses who invested in Mainland China at least five years. The study results are as following: 1.The design of MCS for MNC¡¦s parent company and subsidiaries is based on the subsidiary strategic role, management characteristic and organization type. 2.The parent company of Taiwan MNC would like to modify their own MCS while subsidiary¡¦s business operation scale or situation has any change. 3.Since the MCS is executed efficiently, the operating performance of these case companies can be kept at a certain level.

Under global competition, some Taiwan corporations started to implement international strategy. Most of the corporations go foreign investment in South-East Asia and Mainland China. But some of the corporations do not afford the expected profit from the international strategy because they are not familiar with international business. In the international business area, multinational corporation (MNC) subsidiary knowledge flow is an important factor to influence the role of the subsidiary and the success of international strategy. The procedures of this study are mainly through the review on the relevant reference documents and the interview of PHILIPS Semiconductor Kaohsiung managers. The main purposes of this study are to establish an appropriate MNC subsidiary knowledge flow model to find out what factors will influence subsidiary knowledge flow, and to make a recommendation both for headquarter and subsidiary managers as their reference when they plan to implement knowledge transfer strategy.

Many Taiwanese multinational corporation (MNC) increase the proportion of their foreign direct investment in R&D activities year by year. The companies investing in the advanced nations operate R&D activities in the local market obviously. Through this thesis, we desire to know the status of overseas R&D sites in these cases and their motives. Futhermore, we also want to discuss how they build up and operate these R&D sites. Due to much more innovative knowledge resources outside the parent country, Taiwanese companies need to globalize their R&D sites to acquire the R&D results; in addition, establish the network of overseas R&D sites makes MNCs to promote their products in the global market smoothly. However, MNCs have to disperse their corporate resources in diffirent locations, and give each site diffirent roles and tasks. Other important issues among these MNCs are how to manage these dispersed R&D sites to achieve the efficiency and the flexibility and what the strategies they consider. Overseas R&D activity of Taiwanese MNCs is still evolving, and Taiwanese companies have their particular background. In order to find out the causes of this situation, we used the case study approach. We selected the cases which had the complete building process of overseas R&D activities, and interviewed the top managers who had the experiences in the process to gather the materials. Besides, other second-hand materials are also providing us more information to comprehend our sample cases. We found that Taiwanese MNCs had diffirent motives in each stage. They need to respond to local market, and provide the commercial products rapidly. In addition, local technology and human resource are also the important wealth to strengthen headquarters¡¦ R&D capabilities. Under the consideration of speed, cost and competition, MNCs integrated the R&D resources of parent and host countries aggressively, and they had to think how to match the corporate strategy. Further, they tried to manage organizational information flows and coordinate these R&D activities. Moreover, using several kinds of communication patterns helps headquarters to understand and control overseas R&D activities, and makes R&D knowledge and experiences circulate inside the organization to stimulate organizational innovative capacity.

Hambrick and Mason¡]1984¡^, with their ¡§upper echelon¡¨ perspective, proposed that top managers had great influences on organizational performances. Then, more and more scholars paid attention to the issues of the top management teams¡]TMT¡^. Although the impact of top management teams has been widely studied, research that tests the applicability of TMT variables on MNC is zero. The top management teams of the MNC included expatriates and local managers¡]Tung, 1982; Zeira and Shenkar, 1986¡^, would show higher richness and variety. Therefore, this study will use two independent variables: ¡uthe strategic roles of MNC subsidiaries¡vand ¡uthe nationalities of the MNC¡vto study the influences of these two independent variables on the traits, heterogeneity and interaction of the top management teams of the subsidiaries in Taiwan. The traits of the top management teams included the percentages of the local managers, average age, educational level and organizational tenure of the top management teams. The heterogeneity of the top management teams included the variation of the age, educational level and organizational tenure of the top management teams. The interaction of the top management teams included the extent to the social integration, communication frequency, and informal communication of the top management teams. Using ANOVA analysis on samples of 46 manufacturing MNC subsidiaries in Taiwan, the study finds that the strategic roles of the MNC subsidiaries have significant influences on the educational level, social integration and communication frequency of top management teams. In addition, the nationalities of the MNC have significantinfluences on the age, educational level and organizational tenure.

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