해외 자회사의 현지임원비율 영향요인에 대한 다수준 연구 - 본사 역량의 조절효과를 중심으로

• 영문명: Factors Influencing Localization of Overseas’ Subsidiaries : Moderating Role of Headquarter’s Global Capability
• 발행기관: 한국인사조직학회
• 저자명: 송재용(Jaeyong Song) 윤채린(Chaerin Yun)
• 간행물 정보: 『인사조직연구』인사·조직연구 제15권 제2호, 103~141쪽, 전체 39쪽
• 주제분류: 경제경영 > 경영학
• 파일형태: PDF
• 발행일자: 2007.07.30

국문 초록

  본 연구는 해외 자회사의 경험적인 역량과 본사 글로벌 역량이 자회사의 현지임원비율에 미치는 효과를 검증하는데 그 목적이 있다. 해외 자회사의 생존, 성과달성과 관련된 많은 선행 연구들은 본사와 자회사 간 관계를 강조하였으나, 본사와 자회사의 특성을 개별적으로 고찰하였을 뿐 그들 사이에 존재하는 관계의 역동성을 탐색하는 데는 소홀하였다. 102개의 일본 다국적 기업 본사와 이들이 보유한 307개의 해외 자회사를 대상으로 위계적 선형모형(HLM)을 사용한 본 연구의 실증 분석 결과 해외 자회사가 체득한 현지 시장에서의 경험적인 역량은 현지 임원비율을 높이는데 기여하는 반면, 본사가 지닌 기술적인 역량은 개별 자회사가 추구하는 임원진의 현지화에 제약을 가할 수 있음이 입증되었다. 또한 본사의 국제화 역량은 자회사의 현지임원비율에 직접적인 영향은 미치지 않았으나, 자회사의 현지 경험적 역량이 현지화 수준에 기여하는 영향력을 약화시키는 부(-)적인 조절변수의 역할을 수행할 수 있음이 추가적으로 밝혀졌다. 해외 자회사의 현지화와 관련하여 본 연구의 분석결과가 주는 시사점과 한계점은 결론 부분에서 논의하였다.

영문 초록

  In the global expansion process, multinational corporations (MNCs)’ global strategy should address the tension between global integration and local responsiveness. In order to balance such conflicting priorities, one of the key strategic decisions that MNCs face is to determine the level of localization (e.g., level of hiring and empowering local managers, level of sourcing local components and technologies) in a specific host location where it set up an overseas subsidiary (Doz et al., 1981). Localization of a MNC is defined as a process of becoming a local firm by pursuing major value activities based on locally secured resources such as personnel, capital, raw materials and components, and technologies. Studies on the stages of the internationalization process also stress the importance of localization in the evolution of MNCs in host locations (Johanson & Vahlne, 1977). The experiential learning perspective views sequential foreign direct investments in a location as an evolutionary process of building firm-specific, local-bound capabilities in the location (Song, 2002). However, in spite of both academic and practical importance of localization in formulating international strategy of MNCs, the paucity of data prevented scholars from conducting a systematic empirical study of factors influencing the level of subsidiaries’ localization in a host location. This study aims at advancing our understanding about the determinants of localization by investigating factors that influenced localization decisions of Japanese electronics companies.
  Today, there is widespread agreement that MNCs should be conceptualized as a differentiated network of internationally dispersed units. Overseas subsidiaries have to deal with not only differentiated local environments but also different requests and needs from coprorate headquarters, which they draw upon for resources and administrative practices. Thus, Overseas subsidiaries confront conflicting pressures for conformity to conditions in local environments in the host countries and for an imperative for consistency within the multinational enterprise. MNCs are inherently hierarchical. Subsidiaries are nested in both headquarters and local environments. Subsidiaries form part of an MNC that has the capacity to share knowledge across its various units (Bartlett & Ghoshal, 1998). And subsidiaries often embody social, professional, and technological relationships among local firms permitting inter-firm knowledge flows within their host countries (Almeida & Phene, 2004). Given this hierarchical characteristics, a natural concern is how different levels in the hierarchical system influence behaviors of overseas subsidiaries. Researchers in strategy and organization theory have long acknowledged the influence of a firm’s context on its behavior and performance.
  Due to the inherently hierarchical nature of organizations, data collected in organizations consist of nested entities. Although most organizational researchers have chosen to investigate these multilevel models using traditional ordinary least squares approaches, hierarchical linear models have recently drawn growing attention (Hoffman & Gavin, 1998). Given the nature of organizations, it is clear that variables at one hierarchical level can influence variables at another level. Hierarchical linear models (HLM) provide a conceptual and statistical mechanism for investigating and drawing conclusions regarding the influence of phenomena at different levels of analysis (Hofmann, 1997). Thus, HLM can overcome the disadvantages of the traditional approaches. One of the primary advantages of hierarchical linear models is that they allow one to simultaneously investigate relationships within a particular hierarchical level as well as relationships across hierarchical levels. In order to model both within level and between-level relationships, one needs to simultaneously estima

목차

〈초록〉
Ⅰ. 서론
Ⅱ. 이론적 배경과 연구가설
Ⅲ. 연구조사방법
Ⅳ. 실증분석 결과
Ⅴ. 토론과 결론
참고문헌
ABSTRACT

키워드

기업역량 현지화 위계적 선형모형 Firm Capability Localization Hierarchical Linear Modeling(HLM)