Manufacturing Management Practices in the Western Balkans

In this report, we investigate the quality of management practices in manufacturing plants in the Western Balkans. In particular, we focus on modern operations, quality of monitoring, target setting and talent management. Drawing on 385 survey responses from plant managers in Bosnia and Herzegovina, Croatia, North Macedonia and Serbia, we find that management practices scores are similar in all four countries. Our results also show significant variation in management scores across industries and ownership types of the plants. Furthermore, the plants owned by foreign MNCs were found to be better run than domestic plants in all types of management practices in all four countries. Trying to answer the question which MNC HQ resources significantly affect the level of management practices in their subsidiary plants, we find that the average HQ country level of management practices is positively associated with the level of management practices in their subsidiary plants. This effect is even stronger when the HQ provides written procedures and trainings to subsidiary plants to help them implement the best practices from the HQ. Finally, based on the personal interviews with managers in 28 plants, we highlight external conditions that prevent the plants from improving their management practices

How does digitalization affect headquarters and what does it mean for CEE-focused headquarters in Austria?

Headquarters (HQs) represent central units within corporationsi and their goal is to add value to the firm and its respective subunits. They do so by taking over various responsibilities, such as allocating resources within the firm, coordinating and monitoring subunits, and identifying and realizing synergies, among others. HQs are also important for the economy of the countries they are located in, as they offer for example high-value employment, increased demand for related business services (e.g., legal and financial services), and represent a non-trivial source of tax income. Additionally, there is scientific evidence suggesting that the location of the HQ influences its investment decisions and consequently adjacent economies (e.g., investments that are in regions close to the HQ are favoured). Thus, many countries consider it important to attract and maintain HQsii. In this article, we will focus on a topic that has not received much attention yet. Specifically, we discuss how digitalization (i.e., recent advancements in areas such as big data analytics, automation, artificial intelligence, the internet of things, etc.) influences HQs in Austria, most of which have a strong focus on CEE countries. Companies are dealing with a variety of issues stemming from digitalization, which results in changes to business models, firm processes, and company culturesiii. Yet, digitalization also affects the role and value added of the HQs but we still lack a clear understanding of thativ. In the following, we first discuss Austria as a location for HQs, then the impact of digitalization on HQs, and finally, we explore how the digitalization might influence the attractiveness of Austria for CEE-oriented HQs. Thereby, we refer to recent empirical material that we have collected

Trojan Horses or Local Allies: Host-country National Managers in Developing Market Subsidiaries

We investigate a multinational corporation's (MNC) decision to appoint host-country national (HCN) managers to foreign subsidiaries based on the institutional context of and familiarity with the host country. HCN managers are commonly associated with specialized knowledge, superior responsiveness, and higher legitimacy. Yet, we argue that local familiarity of HCNs can also be perceived as risky or harmful by MNC parents. We analyze how formal and informal institutions affect the trade-off between positive effects and potential costs associated with HCN managers ("Local allies" vs. "Trojan horses"). We find that legal institutions protect foreign MNCs from potential costs, encourage the use of HCNs and reinforce their benefits. Corruption and corruption distance, however, increase perceived costs associated with HCN managers up to a point at which they outweigh their perceived benefits

Geographic Relocations of Headquarters to and from Austria. Study Report 2018

In this study, we deal with the recent phenomenon of headquarters (HQ) relocations and shed light on which factors make multinational corporations (MNCs) relocate their HQs to Austria or from Austria to another country. We draw on a hand-collected dataset of 65 HQ relocations between 2000 and 2017. We find that while HQs in general and divisional HQs in particular have become more mobile over time, Austria still remains an important hub for HQs, as it seems to benefit from more inbound than outbound relocations. The most important location for inbound and outbound relocations of HQs is Germany, but the CEE region matters as well. The relocating firms highlight especially value creation motives, such as higher proximity to important markets and better access to highly qualified employees. Cost reduction motives such as less expensive labor or lower tax expenses play only a secondary role. Based on those findings, we discuss important managerial and policy-maker implications

The Complexity of the Business Network Context and Its Effect on Subsidiary Relational (Over-) Embeddedness

Many studies have focused on the effects of MNC subsidiaries' external relational embeddedness. Little attention has been given to its antecedents and especially to the potential effect that the business network context might have. We try to fill this gap and attempt to explain variation among subsidiaries' degree of relational embeddedness. Our results show a strong and robust effect of the business network context -- i.e. the network context in which the direct business relationships between the subsidiary and its partners are embedded -- on the degree of relational embeddedness. However, contrary to previous literature, we find an inverted u-shaped relationship. We discuss our findings with regard to the issue of over-embeddedness and the literature on the strength of weak versus strong ties

How "space" and "place" influence subsidiary host country political embeddedness

As a part of multinational corporations (MNCs), subsidiaries operate in distinct host countries and have to deal with their external context. Host country political embeddedness, in particular, helps subsidiaries to obtain knowledge and understanding of the regulatory and political context, and to get access to local networks. Moreover, they get some guidance and support from their headquarters. Distance between MNC home and host countries, however, alienates subsidiaries from the MNC and influences the extent of subsidiary host country political embeddedness. We suggest that the host country political and regulatory context moderates the effect of distance on subsidiary host country political embeddedness by reducing the need and/or value of headquarters support. Using a sample of 124 European manufacturing subsidiaries, we find that distance (space) and context (place) matter jointly: the impact of distance is stronger for subsidiaries that operate in host countries with low governance quality and low political stability in place

Reconceptualising Hierarchies: The Disaggregation and Dispersion of Headquarters in Multinational Corporations

In this paper, we provide an introduction to the Special Issue entitled "Divide and Rule? The Emergence and Implications of Increasingly Disaggregated and Dispersed Headquarters Activities in Contemporary Firms". The purpose is two-fold. First, we propose a conceptualization of headquarters activities as a dynamic system in which activities can be distributed organizationally and spatially. We explicitly break with the dominant view of the prior research on "the headquarters" as a single, identifiable unit in one specific location. Second, building on the manuscripts accepted for publication in this Special Issue, we outline research implications and put forward an agenda for research on the emergence and continuous management of disaggregated and dispersed headquarters systems

Headquarters involvement, socialization, and entrepreneurial behaviors in MNC subsidiaries

Headquarters of multinational corporations can be involved in their subsidiaries and help with the development and transfer of innovative ideas. However, headquarters involvement might not always be desired or needed, and it can thus be perceived as interference with local activities, potentially reducing local willingness to go the extra mile. We address the lack of knowledge about subsidiary manager behavior by answering the following question: How does headquarters involvement influence the proactive behavior of subsidiary managers to push for new and innovative ideas? Using data from 120 top managers in subsidiaries of multinational corporations, we find that the negative relationship between headquarters involvement and their subsidiary managers' support for initiatives can be reduced when socialization mechanisms such as a common corporate culture or rotation programs are put in place

Strictly Limited Choice or Agency? Institutional Duality, Legitimacy, and Subsidiaries' Political Strategies.

This article analyzes political strategies of MNC subsidiaries in emerging markets. We find that institutional pressures from public and private non-market actors in the emerging market lead to increased political activism. Furthermore, we find that these relationships become stronger, when the external pressures are joined by strong firm-internal pressures. Our findings contribute to the scarce literature on firms' political strategies in emerging markets. They also support recent criticism of institutional theory's strong focus on isomorphism as the most important legitimacy-conveying mechanism. We argue that the isomorphism-based either-or logic gives way to stronger agency of the subsidiary and to a logic of active negotiation and social construction of the subsidiary's legitimacy in the emerging market. Our findings show support for this idea as political activism is one such way how the subsidiary's legitimacy can be built and nurtured