BJM MH TP LC KM Accepted version 7 March 2016.pdf (314.71 kB)

Institutional and resource-based explanations for subsidiary performance

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journal contribution
posted on 08.03.2017 by Mathew Hughes, Taman H. Powell, Leanne Chung, Kamel Mellahi
Addressing calls to integrate insights from institutional theory and the resource-based view, we bring together dual theoretical explanations from institutional theory and the resource-based view to examine the effectiveness of transfer of practice and human capital development as two routes to subsidiary performance. Our study of Hong Kong firms with subsidiaries in Mainland China shows that both routes positively affect subsidiary performance. However, our data show that our sampled firms struggled to successfully transfer practices from their parents. We attribute an explanation for this to the characteristics of practices as organizational capabilities in which transfer is made harder by the difficulty in replicating such capabilities. Consequently, developing subsidiary human capital is an important ally to practice transfer as a means to achieve superior subsidiary performance. Our results raise interesting questions about practice transfer and the resource-based view relevant to future scholarly research.

History

School

  • Business and Economics

Department

  • Business

Published in

British Journal of Management

Citation

HUGHES, M. ... et al, 2016. Institutional and resource-based explanations for subsidiary performance. British Journal of Management, 28 (3), pp. 407–424.

Publisher

© British Academy of Management. Published by John Wiley & Sons.

Version

AM (Accepted Manuscript)

Publisher statement

This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

Acceptance date

04/03/2016

Publication date

2016

Notes

This is the peer reviewed version of the following article: HUGHES, M. ... et al, 2016. Institutional and resource-based explanations for subsidiary performance. British Journal of Management, 28 (3), pp. 407–424, which has been published in final form at http://dx.doi.org/10.1111/1467-8551.12169. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions.

ISSN

1045-3172

eISSN

1467-8551

Language

en

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