Control and its perception in CEE parent companies and their developed market subsidiaries

Our article examines control perceptions among Central and Eastern European (CEE) parent companies and their subsidiaries in developed markets based on human resource management and corporate social responsibility practices. Through a multiple case study approach, we identify the usage of impersonal...

Full description

Saved in:
Bibliographic Details
Published in:Journal for East European management studies 2023-01, Vol.28 (2), p.241-264
Main Authors: Velinov, Emil, Hilger, Andreas M
Format: Article
Language:English
Subjects:
Case studies
Cooperation
Foreign subsidiaries
Human resource management
Human resources management
Influence
Multinational corporations
Parent companies
Perceptions
Personal control
R&D
Research & development
Social responsibility
Strategic management
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Our article examines control perceptions among Central and Eastern European (CEE) parent companies and their subsidiaries in developed markets based on human resource management and corporate social responsibility practices. Through a multiple case study approach, we identify the usage of impersonal and personal control mechanisms across three parent companies from the Czech Republic and their subsidiaries in Germany. We also identify perception gaps regarding the intensity of the asserted parental control of subsidiary practices. Due to isomorphic pressures, parental interference in practices with a high contextuality in the developed host market result in the perception of being tightly controlled in the subsidiary, which is in contrast to the parent’s perception. Nevertheless, we demonstrate that close personal ties between parent and subsidiary managers alleviate the control perception on the subsidiary side and consequently the overall control perception gap.
ISSN:0949-6181
1862-0019
DOI:10.5771/0949-6181-2023-2-241