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...

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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
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creator Velinov, Emil
Hilger, Andreas M
description 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.
doi_str_mv 10.5771/0949-6181-2023-2-241
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source EBSCOhost Business Source Ultimate; International Bibliography of the Social Sciences (IBSS); ABI/INFORM Global
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
title Control and its perception in CEE parent companies and their developed market subsidiaries
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