Performance Evaluation of Foreign Subsidiaries

Transcription

1 Katharina Kretschmer Performance Evaluation of Foreign Subsidiaries With a foreword by Prof. Dr. Stefan Schmid GABLER EDITION WISSENSCHAFT

2 Contents Figures Tables XVII XIX 1 Introduction Performance Evaluation of Foreign Subsidiaries as a Management Problem Research Background and Research Questions Outline of the Study 4 2 Defining Performance Evaluation and Its Role as Control Mechanism Performance Evaluation as Control Mechanism Control Performance as Achievement of Legitimate Goals Evaluation as Control Step ' The Concept of Performance Evaluation The Role of Performance Evaluation within the Control Mix The Content of Performance Evaluation The Process of Performance Evaluation An Integrative Concept of Performance Evaluation 24 3 Review of the Literature on Performance Evaluation of Foreign Subsidiaries Objectives and Methodology of the Literature Review Descriptive Contributions on Performance Evaluation of Foreign Subsidiaries Topics of Descriptive Contributions Differentiation of Performance Evaluation in Descriptive Contributions Methodologies and Research Design of Descriptive Contributions Explanatory Contributions on Performance Evaluation of Foreign Subsidiaries Topics of Explanatory Contributions Differentiation of Performance Evaluation in Explanatory Contributions Methodologies and Research Design of Explanatory Contributions Conclusions and Implications of the Literature Review 42 XV

3 4 The Research Framework A Contingency Framework of Role-Specific Performance Evaluation Contingency Theory as Theoretical Background Introducing Contingency Theory Excluding Other Organization Theories Developing a Contingency Framework of Role-Specific Performance Evaluation General Contingency Framework of Role-Specific Performance Evaluation Selection of Role Typologies to Specify the Contingency Factor Identification of Two Relevant Role Typologies Specified Contingency Framework of Role-Specific Performance Evaluation Review of the Contingency Framework Propositions on Role-Specific Performance Evaluation Performance Evaluation of Subsidiaries in Bartlett and Ghoshal's Role Typology Predictions for the Strategic Importance of the Market Predictions for the Competence of the Local Organization Propositions on the Impact of the Subsidiary Roles on Performance Evaluation Strategic Leader Contributor Implementer Black Hole Performance Evaluation of Subsidiaries in Gupta and Govindarajan's Role Typology Predictions for Knowledge Inflow Predictions for Knowledge Outflow Propositions on the Impact of the Subsidiary Roles on Performance Evaluation Integrated Player Global Innovator Local Innovator Implementor 88 XVI

4 The Empirical Study Research Design Rationale for a Qualitative Case Study Approach The Multiple Case Design Introduction on the Case Design The Selection of Business Units as Cases The Selection of Subsidiaries as Units of Observation Operationalization of the Elements of the Contingency Framework Operationalization of the Role Typologies Operationalization of Bartlett and Ghoshal's Subsidiary Roles Background of the Classifying Dimensions Strategic Importance of the Market Competence of Local Organization A.2 Operationalization of Gupta and Govindarajan's Subsidiary Roles Operationalization of the Performance Evaluation Concept Operationalization of the Role of Performance Evaluation within the Control Mix Operationalization of the Content of Performance Evaluation Operationalization of the Process of Performance Evaluation Data Collection Data Analysis Review of the Research Approach 129 Empirical Findings Empirical Findings on "Eucom" Introducing Eucom and Its Subsidiaries The German Subsidiary of Eucom The Roles of the German Subsidiary - Contributor and Global Innovator The Evaluation of the Performance of the German Subsidiary The Spanish Subsidiary of Eucom The Roles of the Spanish Subsidiary- Implementer and Local Innovator The Evaluation of the Performance of the Spanish Subsidiary The Finnish Subsidiary of Eucom The Roles of the Finnish Subsidiary - Strategic Leader and Global Innovator The Evaluation of the Performance of the Finnish Subsidiary 162 XVII

5 XVIII Discussion of the Performance Evaluation at Eucom Performance Evaluation of the Eucom Subsidiaries in Bartlett and Ghoshal's Role Typology Performance Evaluation of the Strategic Leader Performance Evaluation of the Contributor Performance Evaluation of the Implementer Performance Evaluation of Eucom Subsidiaries in Gupta and Govindarajan's Role Typology Performance Evaluation of the Integrated Player Performance Evaluation of the Global Innovator Performance Evaluation of the Local Innovator Standardization versus Role-Differentiation in Performance Evaluation at Eucom Empirical Findings on "Gloneer" Introducing Gloneer and Its Subsidiaries The Gloneer Subsidiary "Germany L" The Roles of Germany L - Strategic Leader and Local Innovator The Evaluation of Germany L's Performance The Gloneer Subsidiary "USA L" The Roles of USA L - Strategic Leader and Local Innovator The Evaluation of USA L's Performance The Gloneer Subsidiary "Switzerland" The Roles of "Switzerland" - Contributor and Local Innovator The Evaluation of "Switzerland's" Performance The Gloneer Subsidiary "Germany S" The Roles of Germany S - Contributor and Local Innovator The Evaluation of Germany S' Performance The Gloneer Subsidiary "Sweden" The Subsidiary "Sweden" - Contributor and Local Innovator The Evaluation of "Sweden's" Performance The Gloneer Subsidiary "Germany P" The Roles of Germany P - Contributor and Global Innovator The Evaluation of Germany P's Performance The Gloneer Subsidiary "Great Britain" The Roles of "Great Britain" - Implementer and Local Innovator The Evaluation of "Great Britain's" Performance The Gloneer Subsidiary "China" 250

6 The Roles of "China" - Black Hole and Implementor The Evaluation of "China's" Performance The Gloneer Subsidiary "India" The Roles of "India" - Black Hole and Implementor The Evaluation of "India's" Performance Discussion of the Performance Evaluation at Gloneer Performance Evaluation of the Gloneer Subsidiaries in Bartlett and Ghoshal's Role Typology Performance Evaluation of the Strategic Leaders Performance Evaluation of the Contributors Performance Evaluation of the Implementer Performance Evaluation of the Black Holes Performance Evaluation of Gloneer Subsidiaries in Gupta and Govindarajan's Role Typology Performance Evaluation of the Global Innovator Performance Evaluation of the Local Innovators Performance Evaluation of the Implementors Standardization versus Role-Differentiation in Performance Evaluation at Gloneer Comparison of the Role-Specific Performance Evaluation at Eucom and Gloneer Contributions, Limitations and Implications for Future Research 293 Appendices 301 References 331 XIX