다국적기업 현지자회사의 역할 유형과 경영성과에 관한 연구
A Study on the Role Types of Foreign Subsidiaries and Their Performance
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초록
다국적기업들은 전 세계에 걸쳐 많은 자회사를 거느리고 있다. 현실적으로 이들 자회사들은 상이한 역할을 가진다. 본 연구에서는 Bartlett and Ghoshal(1986)이 제시한 자회사의 역량과 전략적 중요도에 따라 한국에 진출한 127개 외국기업의 자회사들을 분석한 결과, 전략적 리더형, 공헌자형, 수행자형, 탐색자형 등의 네 유형의 자회사 역할을 입증할 수 있었다. 또한 이 네 유형의 자회사 역할에 따라 자율권과 현지 협력업체나 관계 기관과의 네트워크 배태성에 있어 차이가 존재함을 규명하였다. 마지막으로 현지국에서의 경영성과도 각 현지자회사의 역할에 따라 상이하게 나타남을 알 수 있었다. 이러한 연구결과는 다국적기업 본사 차원에서 자원 배분 및 성과 목표 관리에 있어 각 현지자회사의 역할에 따라 그 평가 기준을 달리해야 함을 시사해 주는 것이다.
Abstract
Multinational corporations have a lot of subsidiaries to cover global markets. Those subsidiaries are expected to have different roles. Bartlett and Ghoshal(1986) suggest four types of subsidiary roles, namely black holes(scanner), local implementers, contributors, strategic leaders, based on two criterion such as capabilities and strategic importance. The analysis of 127 foreign subsidiaries operating in Korea approves this categorization. It is also found that there are differences in autonomy and network relationships with local identities such as suppliers, distributors and government agencies across these four types of subsidiaries. Accordingly, business performance are shown to be different across these four types. This result suggests that multinational companies should approach differently in allocating resources and performance evaluation according to the different subsidiary roles.
참고문헌 (29)
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