BJM MH TP LC KM Accepted version 7 March 2016.pdf (314.71 kB)
Institutional and resource-based explanations for subsidiary performance
journal contributionposted on 2017-03-08, 11:35 authored 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.
- Business and Economics
Published inBritish Journal of Management
CitationHUGHES, 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.
- AM (Accepted Manuscript)
Publisher statementThis 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/
NotesThis 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.