Purpose: Large multinational companies (MNCs) are strongly formalized, often standardized and complex with multiple hierarchical levels. Over the past few decades, MNCs have strengthened their coordination and control systems by creating regional headquarters (RHQs). This study aims to...

The central research question investigated herein involves why and how multinational firms implement various instruments and mechanisms to maintain control over their subsidiaries in China. During 2005--2007, the authors interviewed expatriate managers in charge of 12 French and 10 Japanese...

The internationalization strategies of family businesses versus nonfamily businesses remain a neglected area of study. This investigation uses a sample of 759 Japanese subsidiaries worldwide that can be identified as family businesses or nonfamily businesses to reveal two key results. First,...

As widely documented in academic literature, family businesses perform better and enjoy a sounder financial structure than non-family businesses, a trend that applies to Japan as well, which is the context of this paper. Therefore, conventional wisdom suggests that family businesses should...

Human resource management practices change rapidly in China, at the initiative of both multinational corporations and local enterprises. Yet multinational corporations have greater experience transferring their practices across various cultural and institutional contexts. Thus, despite some...