Subsidiary Staffing in Multinational Enterprises : Entry Mode Strategy and Persormance : An Empirical Analysis of Japanese Manufacturing Subsidiary in China

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Other Title
  • グローバル人材配置戦略, 市場参入形態と現地法人パフォーマンス : 中国進出日系製造企業に関する実証研究
  • グローバル ジンザイ ハイチ センリャク,シジョウ サンニュウ ケイタイ ト ゲンチ ホウジン パフォーマンス : チュウゴク シンシュツ ニッケイ セイゾウ キギョウ ニ カンスル ジッショウ ケンキュウ

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Abstract

How does multinational enterprises' (MNEs) staffing strategy affect subsidiary performance? This study investigates th entry mode strategy as a moderator of the relationship between staffing strategy and performance of Japanese foreign direct investments. Based on the theories of resource- based view, technology transfer, organizational learning and organizational structure, we hypothesize performance outcomes of Japanese overseas subsidiary in China. Both the resource-based view and organizational learning theory suggest that a positive effect of expatriate staffing on subsidiary performance and this positive effect increases over time. Moreover, for joint ventures, we find that ethnocentric staffing is negatively and significantly related to subsidiary performance (workforce levels). However, this negative relationship turns positive as time passed (workforce levels). Conversely, for wholly owned ventures we find that ethnocentric staffing is positively and statistically related to subsidiary performance, and increases over time (workforce levels). Finally, we discuss the implications for these findings from strategic and human resources perspectives.

Journal

  • 経済科学

    経済科学 61 (2), 31-49, 2013-09-30

    名古屋大学大学院経済学研究科

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