China changed its communistic economy policy to the open one during these 20 years. China¡¦s cheap labor force, plentiful natural resources and vast market have attracted lots of MNC to settle subsidiaries/manufacturing plants there. But the unique political and economical system of China and the special culture of Guan-Xi had made many MNC fail in the entrance of China market. Therefore, many MNC rely on the knowledge and competence of Taiwan subsidiaries. This research deals with the extent to which factors would affect the interactions, especially the complementary relationship, between Taiwan and China subsidiaries. Regarding the characteristics of industry in which MNC are, the following factors increase the extent of complementary relationship between Taiwan and China subsidiaries: 1.The higher speed of technology replacing in the industry; 2.The more support by China government; 3. Their affiliated industries are highly globalized. Regarding the business models of MNC, the more consistency of which their customers¡¦ need have, the higher degree of complementary relationship between Taiwan and China subsidiaries are. Regarding specific of parent companies and subsidiaries, the following factors increase the extent of complementary relationship between Taiwan and China subsidiaries: 1.Subsidiaries rely more on HQ to get core resourses; 2.The more activities which Taiwan and China subsidiaries have in common.

Abstract This article tries to give out the possible practices for these MNCs¡¦ subsidiaries in Taiwan and the Government of Taiwan to prolong, sustain, and even transform their own capabilities and subsidiaries¡¦ status when facing the raising of emerging market of China. After rearranging lots of articles concerning MNCs, this article take the dyadic view (subsidiary ¡V subsidiary ) to discuss the relationship of the subsidiaries between the two sides. And, this article¡¦s dependent and independent variables are also come from two main research streams of the MNC (i.e. Bartlett and Ghoshal(1989) and Porter(1986)). Through out the two main research streams, this article can not only give practical suggestions for the subsidiaries in Taiwan and the government of Taiwan but also give some theoretical extensions and contributions. Besides, this article also ties to explore the possible types of regional resources allocations in Asia for these MNCs. The practical suggestions following the empirical results are as follows: 1.no matter what the roles of the subsidiaries in Taiwan will be, to maintain a acceptable performance result is important for not only sustain their own status but also contribute to receive new charters. 2. the subsidiaries in Taiwan need to foster their own specialized capabilities, promote internationalization mentality for these higher ranking executives, which can prolong their own advantages edge. 3. social interactions are as important as economic ones. Subsidiaries¡¦ executives need to focus on the cultivation of social capital. 4. good business environment help make integration of value activities, but not necessarily contribute to future status of the subsidiaries between the two sides. 5. government of Taiwan needs to build and maintain infrastructure for helping create subsidiaries¡¦ capabilities. This article also find out four main types of the resources allocations of the MNCs. 1.regional centric: featuring raw materials, manufacturing, product design, human resources being global scale, but finance and marketing being coordinated in southeast Asia region, sales and process design being coordinated in great China region. This type of strategy is similar to Bartlett and Ghoshal(1989)¡¦s international strategy. 2.tansnational centric: featuring product design and process design being coordinated in global scale, marketing and sales being coordinated in regional area. This type of strategy is similar to Bartlett and Ghoshal(1989)¡¦s transnational strategy. 3.global centric: featuring all the value activities are coordinated in global scale, let no one value activity is coordinated in Asia region. This type of strategy is similar to Bartlett and Ghoshal(1989)¡¦s global strategy. 4.regional centric: featuring product design and process design are coordinated in great China region, other value activities like manufacturing, finance management, accounting /law services being also coordinated in great China region. This type of strategy is similar to Bartlett and Ghoshal(1989)¡¦s multidomestic strategy. The meaning of these four types are as follows: 1.regionalized production is not antipode of globalization production. globalization means the linkage of different regional areas. Globalization and regionalization is the same coin of different sides. 2.responding to what Porter(1998) says, global competition is managing the integration of these interrelated and dispersed resources. 3. different types of value activities are dispersed in different regions. Firms need not to concentrate all the activities in one country or region but need tightly coordination. 4. compared to Malnight(2001), this article indicates four types of different strategies which represent different levels of coordination.

This study examines the survival of individual subsidiary in an inter-subsidiary perspective within the ever-increasing competitive environment in the Greater China region between Mainland Chinese subsidiaries and Taiwanese subsidiaries. 80 Taiwanese Multinational Enterprises¡¦ (MNEs¡¦) participated in this study and the researcher specifically looked at the two sub-frameworks, data collected were empirically tested. In the first sub-framework, it examines the influences of inter-subsidiary competition for strategic positions on subsidiary survival with respect to its strategic importance, resource asymmetry, and some characteristics of value activities. In the second sub-framework, it examines the influences of competition on knowledge flow positions with respect to knowledge flows and intellectual capital. The results showed that these determinants have different effects on subsidiary survival. Specifically, in the first sub-framework, the strategic importance and advantages of intangible resources enhances a focal subsidiary¡¦s survival, whereas local responsiveness, advantages on physical resources, similarity and mobility of value activities decreases its survival. On the other hand, in the second sub-framework, determinants of knowledge flows specifically on knowledge inflows, knowledge transfer, and absorption capacity of a specific peer subsidiary decreases its survival rate. Further, determinants on intellectual capital such as application capabilities on organizational capital and human capital are seen as positive factors. Finally, this study discusses the implications of inter-subsidiary competition for these factors in determining a focal subsidiary¡¦s survival.

Thesis (Ph. D.)--University of Texas at El Paso, 2008. / Title from title screen. Vita. CD-ROM. Includes bibliographical references. Also available online.

Thesis (M.S.)--Rutgers University, 2007. / "Graduate Program in Industrial Relations and Human Resources." Includes bibliographical references (p. 56-64).

This research aims to 1) analyse the key roles and activities performed by foreign MNC subsidiaries in Japan, and 2) investigate the key factors leading to the creation of centres of excellence among those subsidiaries.We surveyed 134 MNC foreign subsidiaries in Japan and identified three key areas for the formation of centres of excellence in Japan. The first is the continuous expansion of R&D activities; the second is the integration of R&D processes and functions within the rest of the MNC; the third is subsidiary linkage with external suppliers. Whilst we have many in-depth studies of multinational MNC activities in markets outside of Japan, fewer investigate foreign MNC activities in Japan. Our study has practical implications for senior management of multinational MNCs who intend to start up or expand operations in the Japanese market.In summary, centres of excellence in Japan need to have all-round balanced capabilities with strong competence in the R&D area.

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O objetivo deste trabalho foi investigar a relação entre o ambiente institucional brasileiro e a conquista de mandatos mundiais pelas subsidiárias estrangeiras. Como parte de um novo modelo de empresa multinacional que precisa combinar a organização de uma rede integrada que proporcione flexibilidade, facilite o aprendizado, a transferência de conhecimento com a inovação entre as diversas unidades (BARTLETT, GHOSHAL, 1998), a subsidiária se destaca como unidade de análise na literatura em estudos que investigam os seus papéis, seu processo de evolução e a maneira como concorrem entre si em diferentes países (BARTLETT, GHOSHAL, 1986; BIRKINSHAW, MORRISON, 1995). Dependendo do mercado em que atuam, da receptividade da matriz, da sua capacidade de inovação e capacidade de criar competências podem passar por um processo de aumento gradual de suas responsabilidades e relevância estratégica, podendo conquistar o mandato mundial,ou seja, o ganho do controle estratégico pela subsidiária sobre determinadas atividades e região. Concorrendo em diferentes ambientes institucionais, as subsidiárias representam a busca das multinacionais por vantagens de localização, por fatores institucionais que estimulem a inovação e desenvolvimento tecnológico e de um aparato que o sustente como por exemplo um sistema de proteção à propriedade intelectual eficiente e incentivos fiscais. Assim, a visão deste trabalho sobre as instituições abrange os pilares regulatório, normativo e cultural-cognitivo, segundo o arcabouço teórico desenvolvido por Scott (2008). A fim de analisar o mandato mundial nas subsidiárias foi realizado um survey com 172 subsidiárias estrangeiras no Brasil. Para investigar a influência institucional no \"mandato mundial\" foi utilizada a técnica de estudo de caso com a subsidiária brasileira da Siemens AG, de origem alemã. Os resultados do survey mostraram que 25,6% das subsidiárias respondentes podem ser classificadas como de mandato mundial. O estudo de caso, por sua vez, apresentou algumas evidências de que há uma relação positiva entre ambiente institucional favorável e a conquista do mandato mundial pelas subsidiárias revelada principalmente nas leis de incentivo fiscal para a atração de centros de P&D para o Brasil, principalmente por meio da redução de custos. As certificações tri-norma também são relevantes na inserção e integração da subsidiária à a cadeia de valor global. Aspectos culturais como características da mão-de-obra brasileira também são vistos como fator de destaque da subsidiária brasileira. / The purpose of this dissertation is to investigate how the achievement of world mandates by foreign subsidiaries located in Brazil is related to country\'s institutional environment. As part of a new model of multinationals companies\' organization, that need to combine the organization of an integrated network that provides flexibility, learning and knowledge transfer with innovation among the various units (Bartlett, Ghoshal, 1998), the affiliated company stands out as a distinct unit of analysis. In the literature about subsidiaries there are studies investigating their roles, the process of evolution and how they compete in different countries (Bartlett, Ghoshal, 1986; Birkinshaw, Morrison, 1995). Depending on the market in which they operate, the receptivity of their parent company, their capacity for innovation and building skills, they pass through a process of gradual increase of their strategic autonomy and relevance, gaining responsibilities and finally achieving the world mandate, the strategic control by the subsidiary on certain activities and region. Competing in different institutional environments, the subsidiaries represent the search by multinational enterprises for locational advantages and institutional factors that push innovation and technological development and a famework that supports this through, for example, an efficient intellectual property protection system and tax incentives (OLIVEIRA JR et al, 2009). Thus, the view on institutions of this study covers the regulatory, normative and cultural-cognitive pillars, according to the theoretical framework developed by Scott (2008). In order to analyze the word mandate of the subsidiaries a survey was conducted with 172 foreign subsidiaries stablished in Brazil. To investigate the institutions\' influence on \"world mandate\" a case study was conducted with Siemens AG\'s Brazilian subsidiary. The results of the survey showed that 25.6% of the participant subsidiaries can be classified as world mandate. The case study presented some evidences of a positive relationship between institutional environment and the achievement of world mandate by subsidiaries. This influence was perceived mainly through incentive laws in the attraction of R&D centers to Brazil, especially through cost reduction. The tri-standard certifications are helpful for the subsidiary\'s insertion and integration in the global value chain, an this fact makes the standard a requirement for all the providers of the company. The case showed that cultural features such as flexibility of Brazilian labor are a factor for subsidiary\'s success as well.

<p><strong>Purpose</strong>- Previous literatures focus on  the  technology spillover from multinational companies to local companies. However, the great threats generated from spillover to subsidiaries were omitted. The purpose of this paper is to explore the variables which can help subsidiaries control the technology spillover.</p><p><strong>Methodology</strong>-  First a conceptual model is developed, which will then be used to map out how subsidiaries can control their technology spillover. An Adidas' local representative in China is used during the case study.</p><p><strong>Findings</strong>-  Findings indicate  that there is a possibility to  control  the technology spillover by adopting certain variables. There  are  however,  no omnipotent variables to  stop  the technology spillover. Thus the selection of variables employed needs to consider that products have different attributes.</p><p><strong>Value</strong>- This paper stresses the importance and the very necessity of controlling technology spillovers. Furthermore, it maps influencing variables and tests, whether these variables work in real case.</p>

Purpose- Previous literatures focus on  the  technology spillover from multinational companies to local companies. However, the great threats generated from spillover to subsidiaries were omitted. The purpose of this paper is to explore the variables which can help subsidiaries control the technology spillover. Methodology-  First a conceptual model is developed, which will then be used to map out how subsidiaries can control their technology spillover. An Adidas' local representative in China is used during the case study. Findings-  Findings indicate  that there is a possibility to  control  the technology spillover by adopting certain variables. There  are  however,  no omnipotent variables to  stop  the technology spillover. Thus the selection of variables employed needs to consider that products have different attributes. Value- This paper stresses the importance and the very necessity of controlling technology spillovers. Furthermore, it maps influencing variables and tests, whether these variables work in real case.