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Please use this identifier to cite or link to this item: http://hdl.handle.net/10373/184

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Title: Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK
Authors: Chang, Yi-Ying
Mellahi, Kamel
Wilkinson, Adrian
Affiliation: University of Abertay Dundee. Dundee Business School
Keywords: Human resource management
Control
Multinational corporations
Taiwan
UK
Issue Date: Jan-2009
Publisher: Taylor & Francis (Routledge)
Type: Journal Article
Refereed: peer-reviewed
Rights: This is the author's final version of an article published in The International Journal of Human Resource Management. 20(1). This version was embargoed until Jan 2010. Published version (c)Taylor & Francis (Routledge), available from http://www.informaworld.com at DOI:10.1080/09585190802528383
Citation: Chang, Y.Y., Mellahi, K. and Wilkinson, A. 2009. Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK. The International Journal of Human Resource Management. 20(1): pp.75-95. [Online] Available from: DOI: 10.1080/09585190802528383
Abstract: There has been considerable research over the past few decades on the process through which headquarters of multinationals from developed economies exercise control over their network of subsidiaries in foreign countries. However, little research has been conducted on multinationals from emerging economies operating in developed countries. In this paper, we examine the motives for, and mechanisms by which, headquarters of Taiwanese multinationals exercise control over their subsidiaries in the UK. The paper draws on data collected through 66 interviews with top managers and human resource managers from four UK based subsidiaries of Taiwanese multinationals. The study reveals that Taiwanese multinationals use both output control and behaviour control to manage their subsidiaries in the UK.
URI: http://hdl.handle.net/10373/184
ISSN: 1466-4399
Appears in Collections:Dundee Business School Collection

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