英文摘要 |
In this paper, particular emphasis is placed on the issue of autonomy for the subsidiaries of Taiwanese firms operating in China. Derived from the agency theory, resources-based view and transaction cost economics, the hypotheses are raised under the following two dimensions: the personal characteristics of subsidiary managers and the characteristics of a subsidiary. The empirical findings, based on 112 Taiwanese subsidiaries in China, are: 1.The close relationship between a subsidiary manager and the headquarters has a positive impact on the degree of decision-making autonomy of a subsidiary. 2.The resources and capabilities, the completeness of value-chain activities and the networking activities of a subsidiary are positively related to the degree and scope of decision-making autonomy of a subsidiary. 3.The degree of boundary spanning of a subsidiary has a positive impact on the degree of decision-making autonomy of a subsidiary. Finally, suggestions based on these findings are proposed to Taiwanese headquarters and subsidiary managers for further reference. |