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This book offers an in-depth analysis of the roles and strategies of subsidiaries of American multinational companies (MNCs) in Taiwan's IT industry. Based on semi-structured interviews with 16 managing directors of the different foreign-owned subsidiaries and 100 functional unit managers, the authors investigate (1) the roles of functional units in evaluating strategy formulation and change in foreign subsidiaries; (2) the factors that determine strategy formulation and change in foreign subsidiaries and their functional units; and (3) the linkages between cross-functional units. The research underscores the view that MNCs' strategies are composed of assorted heterogeneous elements.
List of contents
The US Firms' Business Competence in the Taiwanese IT Industry.- Taiwan's Industrial Development, Foreign Investment and IT Industry.- The Strategy Formulation and Change of Foreign Subsidiaries and Their Functional Units.- The Determinants of Strategy Formulation and Change in Foreign Subsidiaries and Their Functional Units.- Linkages of Cross-Functional Units in Different Types of Subsidiaries.- Conclusion.
About the author
Pi-Chi Chen is Lecturer in International Business at
the Department of International Business and Economics, the University of
Greenwich. Her research interests include international business strategy,
multinational enterprises based in emerging markets, multinational networks and
subsidiaries, and regional innovation and development.
Young-Chan Kim is Senior Lecturer in International
Business at the Department of International Business and Economics, the
University of Greenwich. His research interests include international business
strategy, multinational enterprises based in emerging markets, especially China
and Africa, and regional innovation and development. His recent book 'China and
ASEAN' was also published by Springer.
Summary
This book offers an in-depth analysis of the roles and strategies of subsidiaries of American multinational companies (MNCs) in Taiwan’s IT industry. Based on semi-structured interviews with 16 managing directors of the different foreign-owned subsidiaries and 100 functional unit managers, the authors investigate (1) the roles of functional units in evaluating strategy formulation and change in foreign subsidiaries; (2) the factors that determine strategy formulation and change in foreign subsidiaries and their functional units; and (3) the linkages between cross-functional units. The research underscores the view that MNCs’ strategies are composed of assorted heterogeneous elements.
