跨国公司在华子公司战略角色演变--以业务范围和竞争能力为框架

本文以世界500强在华子公司为调查对象,对跨国公司在华子公司战略角色及其演变进行了研究.发现依据业务范围及竞争能力变量,跨国公司在华子公司可以分为单一活动组织、微型复制组织、高度专业化组织和战略中枢四种类型,并存在稳定型、成长型、退化型和波动型四种演变路径.而且,样本中近八成的跨国公司在华子公司沿稳定或成长型路径演变.

Scope and Competence: Evolution of Subsidiary Strategic Role of Multinationals in China

This paper utilizes the framework of business scope and competence to shed light on the evolution process of subsidiary role of multinationals by investigating the subsidiaries in China of top 500 MNCs in the world. The major findings are as follows: subsidiar-ies in China can be divided into single activity unit, miniature replica, highly specialized unit and strategic center. And four evolution paths of subsidiary strategic role were identified: stable path, growth path, fluctuating path and degenerate path. Nearly 80% Chinese subsidiar-ies of MNCs in our study evolve by stable or growth path, and only 20% subsidiaries evolve by fluctuating or degenerate path.