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Subsidiary Types, Activities, and Location: An Empirical Investigation

Subsidiary Types, Activities, and Location: An Empirical Investigation

Subsidiary Types, Activities, and Location: An Empirical Investigation

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identifies several factors that might affect the choice of location: “traditional country factors”such as production costs, tax rates, investment incentives, exchange rates <strong>and</strong> “strategicadvantages” that depend on the overall configuration of the firm. In essence, the second researchquestion examines the impact of several firm- <strong>and</strong> location-specific determinants of subsidiaryroles.ACTIVITY-BASED TYPOLOGYTo investigate the determinants of subsidiary roles, we firstly attempt to develop a subsidiarytypology. In this study, we take activities as the unit of analysis when examining a subsidiary.<strong>Activities</strong> are increasingly considered the unit of analysis when examining firm strategy (Jarillo,2003; Porter, 1985, 1996). <strong>An</strong> activity-based view of the multinational firm (Porter, 1986; Yip,1995) focuses on the configuration <strong>and</strong> coordination of firm activities across nations <strong>and</strong> regions.Some consider activities as one of the three primitives at the firm level, the others being resources<strong>and</strong> knowledge (Ricart et al., 2004). Past empirical research on subsidiary typology has used allthe three primitives as the unit of analysis, with some adopting a resource-based perspective(Birkinshaw, 2001; Birkinshaw & Hood, 1998; Paterson & Brock, 2002; for a review). Aknowledge-based perspective is seen explicitly (Gupta & Govindarajan, 1990) or implicitly(Frost, Birkinshaw & Ensign, 2002; R<strong>and</strong>oy & Li, 1998). Others such as Birkinshaw <strong>and</strong>Morrison (1995) where a three-fold typology was induced from literature that was subsequentlyconfirmed, <strong>and</strong> Jarillo <strong>and</strong> Martinez (1990), use an activity-based perspective to identifyingsubsidiary roles.<strong>An</strong> activity view also is conducive to empirical analysis. Resources <strong>and</strong> knowledge are difficult tomeasure, given the intangible nature of many of the organization’s resources (Grant, 1996). Onthe other h<strong>and</strong>, the presence or absence of a particular activity is comparatively easier to measure(Ghemawat, 2006). Thus, an activity perspective may provide a more reliable way to study9

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