TITLE

Toward coopetition within a multinational enterprise: a perspective from foreign subsidiaries

AUTHOR(S)
Luo, Yadong
PUB. DATE
February 2005
SOURCE
Journal of World Business;Feb2005, Vol. 40 Issue 1, p71
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article presents a conceptual and typological framework that delineates coopetition within a globally coordinated multinational enterprise-simultaneous cooperation and competition between geographically dispersed subunits. With heightened interdependence in resource or knowledge sharing, value-chain rationalization, and common function integration, foreign subsidiaries increasingly cooperate between themselves, bilaterally or multilaterally, in pursuit of synergistically collective gains while synchronically competing for parent resources, corporate support, system position, and market expansion. This article explains why coopetition occurs and in what areas they cooperate and compete, augments a typology that classifies subunits along the various levels of simultaneous cooperation and competition (aggressive demander, silent implementer, ardent contributor, and network captain), discusses respective determinants of cooperation and competition, and explicates the internal infrastructure needed to help maximize consolidated returns from coopetition.
ACCESSION #
16180772

 

Related Articles

  • Controlled foreign companies (CFC) changes.  // Accountancy;Mar2005, Vol. 135 Issue 1339, p110 

    Reports on the amendments to the 2005 Controlled Foreign Companies (Excluded Countries) (Amendment) Regulations in Great Britain. Date of the issuance of the draft regulations and explanatory notes; Changes to the application of the Excluded Countries Regulations.

  • Know Your Acronyms. Davis, Paige L. // Seattle Business;Jun2012, Vol. 23 Issue 6, p17 

    In the article, the author discusses the U.S. international tax and reporting rules that cover American businesses operating internationally. She discusses such acronyms as CFC, which means controlled foreign corporation, PFIC, which means passive foreign investment company, and FATCA, which...

  • TECHNOLOGY TRANSFER WITHIN MNES: INTER-SUBSIDIARY COMPETITION AND COOPERATION. Dan Li; Ferreira, Manuel Portugal; Serra, Fernando Ribeiro // Revista de Administração e Inovação - RAI;2009, Vol. 6 Issue 1, p139 

    Much theory and research that seeks to explain why and how technology transfers occur within multinational enterprises (MNEs) actually addresses the question of how these transfers occur among cooperative subsidiaries, and relies on the assumption of inter-subsidiary cooperation. However,...

  • IRS Revisits Application of the PFIC Domestic Stock and Subsidiary Look-Through Rules. Cornett, J. Michael; Holland, Douglas // International Tax Journal;Jul/Aug2015, Vol. 41 Issue 4, p15 

    The article discusses the plans of the U.S. Internal Revenue Service (IRS) to change laws governing a foreign corporation's potential status as a passive foreign investment company (PFIC). Topics discussed include the PFIC Subsidiary Look-Through Rule, U.S. taxpayer's direct or indirect...

  • Delineation of Powers between the Federal and Regional Levels of Power in the Field of Tax Relieves: Fiscal Consequences. Pinskaya, Milyausha R.; Musaeva, Khaibat Magomedtagirovna // Asian Social Science;Dec2014 Special Issue, Vol. 10, p270 

    The article's objective is the research of delineation of tax powers with regard to stating tax preferences in the Russian Federation and their influence on the nature of tax competition and the consequences for budgets. It emphasizes that no analysis of the fiscal effect of tax preferences and...

  • Les modes de coordination comme analyseurs des relations siège-filiales : une étude de dix firmes multinationales françaises. BEDDI, HANANE // Management International / International Management / Gestión I;Winter2013, Vol. 17 Issue 2, p135 

    This paper examines coordination modes within multinational corporations (MNCs) in order to understand the nature of the relationships established between headquarters and subsidiaries. I realized interviews of both headquarters' and international subsidiaries' top managers in ten French MNCs....

  • Strat�gie de contr�le des activit�s internationales : la GIRH comme levier cl� d'int�gration et de coordination des firmes multinationales. Grillat, Marie-Laure; M�rignac, Olivier // Management International / International Management / Gesti�n ;Oct2011, Vol. 16 Issue 1, p85 

    At a time when most great multinationals have opted for more and more radical internationalization strategies, this article's aim is to propose a new approach of foreign activities management control based on IHRM. A comparative survey of 14 global irms gives opportunity to identify a range of...

  • The Intersubsidiary Competition in an MNE: Evidence from the Greater China Region. Cher-Min Fong; Hua-Lun Ho; Liang-Chieh Weng; Kai-Peng Yang // Canadian Journal of Administrative Sciences (Canadian Journal of;Mar2007, Vol. 24 Issue 1, p45 

    We examine subsidiary survival from an intersubsidiary competition perspective. Drawing from 87 Taiwanese subsidiaries of MNEs we examine the influences of strategic importance of a subsidiary, resource asymmetry, and characteristics of value activities on the survival rate of a subsidiary....

  • Rules and Regs for Passive Foreign Investment Companies. Wright, P. Bruce // Risk Management (00355593);Nov91, Vol. 38 Issue 11, p76 

    This article discusses the rules and regulations for passive foreign investment companies as of November 1991. Section 1296 of the Internal Revenue Code of 1986, as amended, defines a passive foreign investment company (PFIC) as any foreign corporation which, in any taxable year, has either more...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics