Item

Capability, environment and internationalization fit, and financial and marketing performance of MNE's foreign subsidiaries: An abdicative contingency approach

Dikova,D.
; 
Parker,S.C.
; 
van Witteloostuijn,Arjen
Abstract
Purpose Extant work in international business (IB) involves a partial contingency-theoretic perspective: a holistic view of the impact of bundles of contingencies on an outcome variable is missing. The purpose of this paper is to adopt a contingency approach to study multinational enterprise (MNE) subsidiary performance in the appropriate context of European transition economies at the beginning of the current millennium. Design/methodology/approach Methodologically, the authors introduce abduction as a line of inquiry into IB and management to develop new theoretical insights, and apply the novel empirical general interaction method to estimate bundle effects. In so doing, the authors contribute to the further development of a theoretical and empirical toolkit to revitalize holistic, or configurational, quantitative research in IB and management. Findings The authors find that capability fit is a necessary condition for high MNE subsidiary marketing performance, whilst environment fit is particularly critical for high MNE subsidiary financial performance. Research limitations/implications A key limitation is that this is a cross-section study. Practical implications This study offers insights as to subsidiary fit into Eastern Europe, indicating fitting entry and establishment modes. Originality/value This paper offers a novel holistic approach to IB, both in terms of theoretical and empirical methodology.
Description
Date
2017
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Tilburg University Research Output Collection
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Keywords
subsidiary performance, entry modes, establishment modes, fit-outcome relationships
Citation
Dikova, D, Parker, S C & van Witteloostuijn, A 2017, 'Capability, environment and internationalization fit, and financial and marketing performance of MNE's foreign subsidiaries : An abdicative contingency approach', Cross Cultural & Strategic Management, vol. 24, no. 3, pp. 405-435. https://doi.org/10.1108/CCSM-01-2016-0003
URI
https://hdl.handle.net/20.500.14602/68440
License
info:eu-repo/semantics/closedAccess
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