韓國企業의 海外子會社 意思決定 自律性 決定要因에 관한 硏究 = (A) Study on the Determinants of Autonomy on Decision Making between the Parent Companies and their Foreign Subsidiaries in Korean Multinational Corporation
저자
발행사항
부산 : 東義大學校 大學院, 2004
학위논문사항
학위논문(박사)-- 동의대학교 대학원: 경영학과 2004. 2
발행연도
2004
작성언어
한국어
주제어
KDC
324.59 판사항(4)
발행국(도시)
부산
형태사항
iv, 136p. : 삽도 ; 27cm
일반주기명
참고문헌: p. 114-126
소장기관
The Foreign Direct Investment of the Korean Manufacturing Firms has increased strikingly since the late 1980's. According to such circumstances, there were a great deal of academic researches on FDI of Korean Firms. Many researches till now, however, is largely concentrated on the early step of making decision process of FDI such as the motivation of FDI and the determinants of foreign market entry strategy. Now, to improve research model, the study on the strategic management of foreign subsidiary became more important issue.
This study attempts to scrutinize what are the determinants of autonomy of decision making in foreign subsidiaries of Korean multinational corporation. So far, the research efforts on the multinational management control of the Korean foreign subsidiaries have been mostly focused on the steps of making decision process such as the motivation of strategic determinants to enter foreign markets. However, there has been little or no research on the management control after Korean multinationals have established their subsidiaries overseas via foreign direct investment.
The most important problem in Korean multinational corporations facing is how to control their foreign subsidiaries in foreign market. The diversity of task environment of subsidiaries located in each foreign markets makes it necessary to integrate and coordinate the activities of each foreign subsidiaries to achieve the unified objectives of the parent.
Therefore, a study on the degree of independent, a shared and dominant control of the foreign subsidiary given by parent company in making decision process, and what factors influence the degree of the control of foreign subsidiary's making decision are important issues for the future research of Korean firm's internationalization.
In this view, the purpose of this study focuses on to scrutinize the determinants of autonomy in making decision process between parent company and foreign subsidiary in Korean multinational corporation.
Concretely, after classifying 280 samples into the several groups, and each groups were compared with each other in terms of seven factors, that is similarity in capabilities to be reflective of resource-based view between headquarters and subsidiaries, strategic types(strategic group), uncertainty of subsidiary's task environment, performance of FDI, and ownership pattern.
In the main content of theoretical study, the concept of strategic group which has been used as a fundamental factor to test a hypothesis has been accepted as an important unit of analysis in understanding competitive strategy and competitors. Generally, a strategic group defined as a group of firms in an industry following the same or similar strategy along the strategic dimensions. The concept of a strategic group is a valuable theoretical tool for strategy researchers and a practical aid for managers who must analyze competitors, make strategic investment decisions, and develop successful strategies.
Resource based view also has been used as a fundamental factor to test a hypothesis in this study. This is that the individual firm's capability rather than strategy is the real sources of economic rents and, therefore, the fundamental drivers of performance and sustainable competitive advantage. In particular, it is argued that the incidence of performance differences among strategic group members owed to different asset accumulation. An underlying theoretical approach on resource based view is to see the firm not through its activities in the product market but as an unique bundle of tangible and intangible resources.
The data for this study were collected from 280 firms in Korean multinational corporation which have own subsidiary in foreign country and data on each variable were gathered through questionnaires. Also, five hypotheses were generated regarding the relationship among these constructs. A field survey was employed to collect data on the relationship, and the data analysis was carried out using reliability analysis, factor analysis, T-test, and ANOVA.
Four hypotheses were accepted and one hypothesis was rejected. Results from testing hypotheses indicate that the parent which has the differentiation strategy to fit high uncertainty in dynamic environment in the International management strategic type will give the making decision power to his subsidiary more. Therefore, the subsidiary will be have independent control structure.
Consequently, the autonomy and strategic control implies the setting goals and designing plans to accomplish the goals. An economic and industrial informations are much less complete and accurate for some countries than for others. Furthermore, political, economic, cultural, and competent conditions are subject to the rapid change in some locals.
These situations impede the setting of plans. Although these factors make control more difficult in the international context, the companies do follow procedural and structural practices in an effort to ensure that the foreign operations comply with overall unified goals. The managing programs aimed at improving the relationship between parent and foreign subsidiaries in the field of control structure should be examined.
However, considering that conceptualizations of strategic control structure and their testing schemes are diverse, we should be cautious in interpreting the results of this study. Future analysis will have to be undertaken to develop the precise conceptualization scheme and exact measurement tools for strategic control between the parent company and its subsidiaries.
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