Staff Publications

Staff Publications

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    'Staff publications' is the digital repository of Wageningen University & Research

    'Staff publications' contains references to publications authored by Wageningen University staff from 1976 onward.

    Publications authored by the staff of the Research Institutes are available from 1995 onwards.

    Full text documents are added when available. The database is updated daily and currently holds about 240,000 items, of which 72,000 in open access.

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Record number 357313
Title Headquarters-subsidiary relationship governance in emerging markets of Central Eastern Europe : a study in Poland
Author(s) Gusc, J.S.
Source Wageningen University. Promotor(en): Onno Omta, co-promotor(en): Harry Bremmers. - [S.l.] : S.n. - ISBN 9789085047582 - 215
Department(s) Business Management & Organisation
MGS
Publication type Dissertation, internally prepared
Publication year 2007
Keyword(s) management - multinational corporations - investment - trade relations - transition economies - investment policy - entrepreneurship - businesses - administration - poland - central europe - corporate governance - bedrijfsvoering - multinationale corporaties - investering - handelsrelaties - overgangseconomieën - investeringsbeleid - ondernemerschap - bedrijven - bestuur - polen - centraal-europa - deugdelijk ondernemingsbestuur
Categories Management Studies / Economic Transition
Abstract Multinational enterprises often seem to be on a ‘roller coaster’ when managing their operations in transition economies, especially because of the volatile business and political environment. The study analyses the subtle equilibrium between formal control and day-to-day coordination in the Headquarters-Subsidiary (HQ-S) relationship of more than 70 subsidiaries of large multinational companies in Poland, taking the cultural differences between the headquarters and subsidiary country into account. It is concluded that in the best performing multinationals, strategic and operational control mechanisms are tightly organised, building a platform on which intensive coordination and attuning occurs to deal with the day-to-day management challenges. Interestingly, also for entering new markets, a prospector strategy focusing on innovation shows better results than copying of competitors. However, it also reveals that there is no simple and uniform recipe for managing subsidiaries. The road from governance to performance is not a one-way street, creating flexibility and learning capabilities at the subsidiary level clearly contribute to the success of international operations.
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