When in Rome, Do as the Romans Do?:Similarities and Dissimilarities in the Forms and the Practices between Subsidiaries and Headquarters of Multinational Enterprises
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국제경영학 분야의 고전들을 고찰해 보면 다국적 기업의 본사와 지사 사이의 역학관계에 있어서 커다란 힘의 불균형- 즉 주로 본사가 전적으로 의사결정의 주도권을 갖고 지사는 철저하게 본사에 종속적인- 을 묘사한 연구가 많았음을 보게 된다. 그러나 최근의 몇몇 연구는 다국적 기업의 지사들도 조직의 형태나 현지시장에서의 행동에 관한 의사결정과정에서 큰 영향력을 행사한다는 주장을 펴고 있다. 본 논문은 전략이론과 제도화 이론을 기반으로, 과연 어떤 상황에서 다국적 기업의 지사가 그 사업행위나 조직 형태 면에서 본사와 유사해지는지, 또 어떤 상황에서 지사가 현지의 로컬기업과 그 행위나 조직 형태 면에서 유사해지는지에 대한 검증 가능한 제안들을 제시하였다. 본고는 전략적 변수들인 다국적기업 자신의 국제 기업전략, 즉 글로벌 전략이나 다국적 전략, 또는 본원적 전략, 즉 저 원가 또는 차별화 전략 등과, 제도적 요인인 현지의 상법 등이 다국적기업의 본사와 지사, 그리고 현지기업 사이의 차이점과 유사성을 결정짓는 주요 요인이라고 기술하였다.
Abstract
In the international business literature, classical studies posited a strong power asymmetry between the headquarters (HQs) and their subsidiaries, where the HQs are in charge of major decision making processes. A few recent studies in the field have suggested that subsidiaries also have much to say in the decision making process regarding the choice of the organizational forms and the practices in the host countries. Building on the strategic management perspectives and institutional theory, I develop a few propositions to explain the power relations between HQ and subsidiary, in deciding the extent to which MNEs’subsidiaries resemble local firms in the host country versus the extent to which they resemble the parent companies (i.e., HQ) in terms of their forms and practices. It is argued that strategic factors such as generic business level strategies and international corporate level strategies of the MNE, and institutional factors such as legal pressures, decide the levels of the similarities and dissimilarities in the forms and practices among the HQs, the subsidiaries of multinational corporations, and the local companies.
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