Relationships between Foreign Subsidiaries: Competition and Cooperation in Multinational Plant Engineering Companies

Cover......Page 1
mir-Edition......Page 3
Relationships between\rForeign Subsidiaries......Page 4
ISBN 9783834931917......Page 5
Vorwort der Herausgeber......Page 6
Preface of the Editors......Page 8
Foreword......Page 10
Preface......Page 12
Overview of the Contents......Page 14
Contents......Page 16
Figures......Page 22
Tables......Page 24
1.1 Problem Definition and Relevance1......Page 26
1.2 Case Example and Implications......Page 28
1.3 Research Setting......Page 31
1.4 Research Questions......Page 33
1.5 Methodological Approach......Page 39
1.6 Structure of the Research......Page 41
2 Analyzing Intersubsidiary Relationships......Page 43
2.1 Delineation of Intersubsidiary Relationships7......Page 44
2.2 Types of Intersubsidiary Relationships8......Page 48
2.2.1 Competition......Page 49
2.2.2 Cooperation......Page 50
2.2.3 Coopetition......Page 52
2.2.4 Independence......Page 53
2.3 Origin of Intersubsidiary Relationships13......Page 54
2.3.1 Headquarters-Led Relationships......Page 55
2.3.2 Subsidiary-Led Relationships......Page 57
2.3.3 A Note on Formal and Informal Relationships......Page 59
2.4.1 Objects of Competition......Page 61
2.4.1.1 Choice of Categories......Page 62
2.4.1.2 Resources......Page 63
2.4.1.3 Charters......Page 65
2.4.1.4 Customers......Page 68
2.4.2 Objects of Cooperation......Page 70
2.4.2.1 Choice of Categories......Page 71
2.4.2.2 Resource Sharing......Page 73
2.4.2.3 Knowledge Sharing......Page 75
2.4.2.4 Split of Work......Page 85
2.5 Classification Scheme for Intersubsidiary Relationships22......Page 87
3 Explaining Intersubsidiary Relationships......Page 90
3.1 Approach to Theory Selection and Discussion......Page 91
3.2 Benefits and Drawbacks of Intersubsidiary Relationships......Page 92
3.3 Theoretical Perspectives......Page 99
3.3.1.1 Key Terms and Concepts......Page 100
3.3.1.2 Relevant Areas of Application......Page 101
3.3.1.3 Implications for Intersubsidiary Relationships......Page 105
3.3.2 Resource-Based View......Page 111
3.3.2.1 Key Terms and Concepts......Page 112
3.3.2.2 Relevant Areas of Application......Page 113
3.3.2.3 Implications for Intersubsidiary Relationships......Page 117
3.3.3 Network Approaches......Page 121
3.3.3.1 Key Terms and Concepts......Page 122
3.3.3.2 Relevant Areas of Application......Page 123
3.3.3.3 Implications for Intersubsidiary Relationships......Page 126
3.3.4 Complementary Theoretical Perspectives......Page 127
3.3.5 Interim Conclusion......Page 131
3.4 Contingency Approach......Page 134
3.4.1 Historical Development......Page 135
3.4.2 Concepts and Methods......Page 136
3.4.3.1 Methodological Criticism......Page 139
3.4.3.2 Content-Related Criticism......Page 140
3.4.4 The Contingency Approach in IB Research......Page 142
3.4.5 Research Implications......Page 144
3.5 Influencing Factors......Page 145
3.5.1 Determinants of Interunit Competition......Page 146
3.5.2 Determinants of Interunit Cooperation......Page 149
3.5.3 Determinants of Interunit Coopetition......Page 152
3.6 Summary and Implications......Page 162
4.1 Plant Engineering......Page 164
4.2.1 Definition and Delineation......Page 167
4.2.2 Scope of Activities......Page 169
4.2.3 Traditional Focus: External Relationships and Transactions......Page 171
4.2.4 Research Gap: Internal Relationships and Structures......Page 174
4.2.5 Starting Point: Process-Oriented Industrial Marketing......Page 175
4.2.6 The Project Marketing Process......Page 176
4.2.6.1 Basis and Contribution......Page 177
4.2.6.2 Project Acquisition......Page 179
4.2.6.3 Project Execution......Page 185
4.3.1 Mapping Responsibilities and Relationships......Page 189
4.3.3 Subsidiary-Led Independence......Page 196
4.3.4 Headquarters-Led Cooperation......Page 197
4.3.6 Headquarters-Led Competition......Page 198
4.3.7 Subsidiary-Led Competition......Page 199
4.3.9 Subsidiary-Led Coopetition......Page 200
5.1 MNC Strategic Orientation as a Key Influencing Factor......Page 202
5.1.1 The Integration-Responsiveness Framework......Page 203
5.1.2 Bartlett and Ghoshal\'s Typology of Multinational Companies......Page 204
5.1.2.1 Conceptual Typology......Page 205
5.1.2.2 Empirical Investigation......Page 208
5.1.2.3 Research Implications......Page 210
5.2 Propositions on Intersubsidiary Relationships......Page 211
5.2.1 Scope and Contents of the Contingency Framework......Page 212
5.2.2 Intersubsidiary Relationships in Multinational Companies......Page 213
5.2.3 Intersubsidiary Relationships in Global Companies......Page 216
5.2.4 Intersubsidiary Relationships in International Companies......Page 217
5.2.5 Intersubsidiary Relationships in Transnational Companies......Page 219
5.2.6 Summary of the Propositions......Page 221
6.1 Research Methodology: Case Studies......Page 223
6.2.1 Data Collection: Interviews......Page 228
6.2.2 Data Analysis: Thematic Coding......Page 234
6.3 Review of the Research Approach......Page 240
6.4.2 Intersubsidiary Relationships......Page 243
6.4.3.1 Review of the Propositions......Page 244
6.4.3.3 Developments and Their Managerial Implications......Page 245
6.5.1 Strategic Orientation......Page 246
6.5.2.1 Competition......Page 247
6.5.2.2 Cooperation......Page 250
6.5.3.1 Review of the Propositions......Page 254
6.5.3.2 Additional Influencing Factors......Page 256
6.5.3.3 Developments and Their Managerial Implications......Page 257
6.6.1 Strategic Orientation......Page 258
6.6.2.1 Competition......Page 261
6.6.2.2 Cooperation......Page 263
6.6.3.1 Review of the Propositions......Page 270
6.6.3.2 Additional Influencing Factors......Page 272
6.6.3.3 Developments and Their Managerial Implications......Page 273
6.7 Empirical Findings on Company C......Page 276
6.7.1 Strategic Orientation......Page 277
6.7.2.1 Competition......Page 280
6.7.2.2 Cooperation......Page 282
6.7.3.1 Review of the Propositions......Page 293
6.7.3.2 Additional Influencing Factors......Page 295
6.7.3.3 Developments and Their Managerial Implications......Page 296
6.8 Empirical Findings on Company D......Page 299
6.8.1 Strategic Orientation......Page 300
6.8.2.1 Competition......Page 306
6.8.2.2 Cooperation......Page 309
6.8.3.1 Review of the Propositions......Page 316
6.8.3.2 Additional Influencing Factors......Page 318
6.8.3.3 Developments and Their Managerial Implications......Page 319
6.9 Summary and Implications......Page 321
6.9.1 Strategic Orientation......Page 322
6.9.2.1 Review of the Propositions......Page 323
6.9.2.2 Additional Influencing Factors......Page 327
6.9.2.3 Developments and Their Managerial Implications......Page 328
7.1 Contributions to IB Research......Page 331
7.1.2 Explaining Intersubsidiary Relationships......Page 332
7.1.3 Industry and Functional Insights......Page 333
7.1.4 Empirical Insights......Page 334
7.2.1 Conceptual Elements......Page 336
7.2.2 Empirical Findings......Page 337
7.3.1 Conceptual Issues......Page 338
7.3.2 Methodological Issues......Page 340
0 Opening......Page 344
1 General Information......Page 345
2.1 Project Characteristics N......Page 346
2.2 Intersubsidiary Competition and Cooperation N......Page 347
3 Strategic Orientation......Page 349
3.2 Dynamic Aspect Q......Page 350
4.2 Other Factors Q......Page 351
5 Closing......Page 352
References......Page 353