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dc.rights.licenseopenen_US
hal.structure.identifierInstitut de Recherche en Gestion des Organisations [IRGO]
dc.contributor.authorSCHAAPER, Johannes
IDREF: 167366947
dc.contributor.authorGAO, Ni
dc.date.accessioned2021-06-08T08:24:17Z
dc.date.available2021-06-08T08:24:17Z
dc.date.issued2020-03-14
dc.identifier.issn2194-7759en_US
dc.identifier.urihttps://oskar-bordeaux.fr/handle/20.500.12278/78849
dc.description.abstractEnFrance is nowadays an attractive country for Chinese investors. With their direct investments in France, Chinese companies pursue mainly market and asset seeking goals. However, Chinese might lack international experience, which makes performance of their subsidiaries in France difficult to achieve. Our research investigates how Chinese companies implement control and coordination mechanisms to manage their subsidiaries in France. We held interviews with 17 managers in charge of Chinese subsidiaries in France. We find that Chinese companies use four main mechanisms to exert control over their subsidiaries in France: (i) control through the share of capital in a subsidiary, with a clear preference for wholly owned subsidiaries or large majority shares in joint ventures; (ii) decentralised decision-making to compensate for the lack of international experience of Chinese managers; (iii) formalisation of the subsidiary’s organisation through a mix of reporting, ERP and written documents; and (iv) control and coordination by international human resources coming from the Chinese headquarters, including expatriates with rather observational roles as well as frequent short-term assignments.
dc.language.isoENen_US
dc.subject.enMultinational companies
dc.subject.enChina
dc.subject.enControl
dc.subject.enExpatriation
dc.subject.enForeign direct invesment
dc.subject.enForeign subsidiary
dc.title.enHow do Chinese Multinational Companies Coordinate and exert Control over Foreign Subsidiaries ? The case of Chinese Subsidiaries in France
dc.typeArticle de revueen_US
dc.identifier.doi10.14666/2194-7759-8-2-001en_US
dc.subject.halSciences de l'Homme et Société/Gestion et managementen_US
bordeaux.journalJournal Global Policy and Governanceen_US
bordeaux.page7-26en_US
bordeaux.volume8en_US
bordeaux.hal.laboratoriesIRGO (Institut de Recherche en Gestion des Organisations) - EA 4190en_US
bordeaux.issue2en_US
bordeaux.institutionUniversité de Bordeauxen_US
bordeaux.teamMarketingen_US
bordeaux.peerReviewedouien_US
bordeaux.inpressnonen_US
hal.identifierhal-03253104
hal.version1
hal.date.transferred2021-06-08T08:24:19Z
hal.exporttrue
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