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Conference Paper: Subsidiary downsizing: which ones get cut?

TitleSubsidiary downsizing: which ones get cut?
Authors
Issue Date2010
PublisherAcademy of International Business. The Journal's web site is located at http://aib.msu.edu/publications/confproceed.asp
Citation
The 2010 Annual Meeting of the Academy of International Business (AIB 2010), Rio De Janeiro, Brazil, 25-29 June 2010. In Academy of International Business Annual Meeting Proceedings, 2010, p. 16 How to Cite?
AbstractWe use a sample of 400-1200 Japanese subsidiaries over the time period 1992-2003 to examine the important phenomenon of subsidiary downsizing. Specifically we sought to understand why some subsidiaries were downsized versus others that were not. We found factors such as subsidiary profitability, parent multinationality, local partner presence, parent equity, subsidiary localness and relatedness, cultural distance and expatriates all affected the downsizing decision. However, not all effects were in the proposed direction and some were contrary to extant knowledge regarding divestments suggesting that downsizing may be distinct from exits and require independent treatment. Implications for theory and practice are discussed.
DescriptionTheme: International Business in Tough Times
Session: 1.1.5 - Competitive. Track: 3 - IB Theory, FDI, and Entry Mode
Persistent Identifierhttp://hdl.handle.net/10722/127326
ISSN

 

DC FieldValueLanguage
dc.contributor.authorCelly, Nen_HK
dc.date.accessioned2010-10-31T13:19:02Z-
dc.date.available2010-10-31T13:19:02Z-
dc.date.issued2010en_HK
dc.identifier.citationThe 2010 Annual Meeting of the Academy of International Business (AIB 2010), Rio De Janeiro, Brazil, 25-29 June 2010. In Academy of International Business Annual Meeting Proceedings, 2010, p. 16en_HK
dc.identifier.issn2078-0435-
dc.identifier.urihttp://hdl.handle.net/10722/127326-
dc.descriptionTheme: International Business in Tough Times-
dc.descriptionSession: 1.1.5 - Competitive. Track: 3 - IB Theory, FDI, and Entry Mode-
dc.description.abstractWe use a sample of 400-1200 Japanese subsidiaries over the time period 1992-2003 to examine the important phenomenon of subsidiary downsizing. Specifically we sought to understand why some subsidiaries were downsized versus others that were not. We found factors such as subsidiary profitability, parent multinationality, local partner presence, parent equity, subsidiary localness and relatedness, cultural distance and expatriates all affected the downsizing decision. However, not all effects were in the proposed direction and some were contrary to extant knowledge regarding divestments suggesting that downsizing may be distinct from exits and require independent treatment. Implications for theory and practice are discussed.-
dc.languageengen_HK
dc.publisherAcademy of International Business. The Journal's web site is located at http://aib.msu.edu/publications/confproceed.asp-
dc.relation.ispartofAcademy of International Business Annual Meeting Proceedings-
dc.titleSubsidiary downsizing: which ones get cut?en_HK
dc.typeConference_Paperen_HK
dc.identifier.emailCelly, N: ncelly@hku.hken_HK
dc.identifier.authorityCelly, N=rp01308en_HK
dc.description.naturelink_to_OA_fulltext-
dc.identifier.hkuros174625en_HK
dc.identifier.spage16-
dc.identifier.epage16-
dc.publisher.placeUnited States-
dc.description.otherThe 2010 Annual Meeting of the Academy of International Business (AIB 2010), Rio De Janeiro, Brazil, 25-29 June 2010. In Academy of International Business Annual Meeting Proceedings, 2010, p. 16-

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