The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia

The general purpose of the study is to investigate the roles and strategic styles of multinational corporations' subsidiaries in Malaysia. Specifically, the study aims to explore the strategic roles of multinational subsidiaries with regards to local responsiveness and integration of activit...

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Main Author:	Mustaffa, Zaidah
Format:	Thesis
Language:	English English
Published:	2003
Subjects:	International business enterprises - Malaysia. Strategic planning. Performance.
Online Access:	http://psasir.upm.edu.my/id/eprint/8174/1/GSM%20200.pdf
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id	my-upm-ir.8174
record_format	uketd_dc
spelling	my-upm-ir.81742023-12-18T01:58:13Z The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia 2003 Mustaffa, Zaidah The general purpose of the study is to investigate the roles and strategic styles of multinational corporations' subsidiaries in Malaysia. Specifically, the study aims to explore the strategic roles of multinational subsidiaries with regards to local responsiveness and integration of activities, and the level of technological capability. The strategic roles are further related to subsidiaries' performance. In addition, the study also looks at the relationship between the dimensions of the strategic roles of multinational subsidiaries and performance, and with the business environment as the moderating variable. The methodology of the data collection is by a set of questionnaires sent out to multinational subsidiaries currently operating in Malaysia. Seventy-one (71) multinational corporations' subsidiaries participated in this study. Statistical analyses used for the study included cluster analysis, analysis of variance (ANOVA) and multiple regression.Data analyses revealed that there are five strategic roles of multinational subsidiaries with regards to local responsiveness of activities, integration of activities and technological capability. Industry characteristics, nationalities, age and foreign ownership stake of subsidiaries are found to be dependent on the strategic roles of subsidiaries. Subsidiary performance is found to be the same across strategic styles. The three dimensions of strategic roles, namely local responsiveness of activities, integration of activities and technological capability are found not to be related to performance but business environment does appear to act as a moderating variable between the three dimensions and performance. Results of the study present practical implications to policy makers, head office and subsidiary managers and local business players. The study also contributes to the body of knowledge in multinational subsidiaries participating in developing nations and in the area of international strategic management. International business enterprises - Malaysia. Strategic planning. Performance. 2003 Thesis http://psasir.upm.edu.my/id/eprint/8174/ http://psasir.upm.edu.my/id/eprint/8174/1/GSM%20200.pdf text en public masters Universiti Putra Malaysia International business enterprises - Malaysia. Strategic planning. Performance. Graduate School of Management Abdul Rashid, Md. Zabid English
institution	Universiti Putra Malaysia
collection	PSAS Institutional Repository
language	English English
advisor	Abdul Rashid, Md. Zabid
topic	International business enterprises - Malaysia. Strategic planning. Performance.
spellingShingle	International business enterprises - Malaysia. Strategic planning. Performance. Mustaffa, Zaidah The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia
description	The general purpose of the study is to investigate the roles and strategic styles of multinational corporations' subsidiaries in Malaysia. Specifically, the study aims to explore the strategic roles of multinational subsidiaries with regards to local responsiveness and integration of activities, and the level of technological capability. The strategic roles are further related to subsidiaries' performance. In addition, the study also looks at the relationship between the dimensions of the strategic roles of multinational subsidiaries and performance, and with the business environment as the moderating variable. The methodology of the data collection is by a set of questionnaires sent out to multinational subsidiaries currently operating in Malaysia. Seventy-one (71) multinational corporations' subsidiaries participated in this study. Statistical analyses used for the study included cluster analysis, analysis of variance (ANOVA) and multiple regression.Data analyses revealed that there are five strategic roles of multinational subsidiaries with regards to local responsiveness of activities, integration of activities and technological capability. Industry characteristics, nationalities, age and foreign ownership stake of subsidiaries are found to be dependent on the strategic roles of subsidiaries. Subsidiary performance is found to be the same across strategic styles. The three dimensions of strategic roles, namely local responsiveness of activities, integration of activities and technological capability are found not to be related to performance but business environment does appear to act as a moderating variable between the three dimensions and performance. Results of the study present practical implications to policy makers, head office and subsidiary managers and local business players. The study also contributes to the body of knowledge in multinational subsidiaries participating in developing nations and in the area of international strategic management.
format	Thesis
qualification_level	Master's degree
author	Mustaffa, Zaidah
author_facet	Mustaffa, Zaidah
author_sort	Mustaffa, Zaidah
title	The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia
title_short	The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia
title_full	The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia
title_fullStr	The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia
title_full_unstemmed	The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia
title_sort	relationship between strategic roles and performance: the case of multinational corporations' subsidiaries in malaysia
granting_institution	Universiti Putra Malaysia
granting_department	Graduate School of Management
publishDate	2003
url	http://psasir.upm.edu.my/id/eprint/8174/1/GSM%20200.pdf
_version_	1794018724155490304

The Relationship Between Strategic Roles and Performance: the Case of Multinational Corporations' Subsidiaries in Malaysia

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