Hybridization of MNE subsidiaries : the automotive sector in India

MNEs setting up subsidiaries in emerging markets face the ongoing question to what extent they can transfer their home-grown or global organizational models. This book looks at how the cross-border transfer of production models in MNEs is related to strategic choices of firms and different kinds of contextual differences between countries. Contents......Page 8 List of Tables and Figures......Page 10 Foreword......Page 12 Preface and Acknowledgements......Page 14 List of abbreviations......Page 16 Part I: Theoretical Foundations......Page 18 Research gaps and contributions......Page 20 The study's theoretical contribution......Page 21 Research objective......Page 22 The structure of the study......Page 24 Japanization or Transplant perspectives......Page 25 Institutionalist perspectives......Page 33 International Business perspectives......Page 45 Approaches compared......Page 53 Introduction......Page 60 Production systems and hybridization outcomes defined......Page 61 Strategic and institutional distance, strategic choices and hybridization outcomes......Page 64 Research design and methodology......Page 80 Part II: Empirical Results......Page 92 India's institutional context......Page 94 India's strategic context in the automobile sector......Page 104 Introduction......Page 116 Analysis of the hybridization profile......Page 119 Introduction......Page 153 Analysis of the hybridization profile......Page 157 Introduction......Page 190 Analysis of the hybridization profile......Page 193 Introduction......Page 231 Analysis of the hybridization profile......Page 236 9 Discussion......Page 267 Core findings – similarities and differences mapped and explained......Page 268 Conclusion......Page 287 Notes......Page 291 Bibliography......Page 293 C......Page 313 E......Page 314 I......Page 315 M......Page 316 P......Page 317 T......Page 318 Z......Page 319 "Multinational enterprises setting up subsidiaries in emerging markets face the ongoing issue of the extent to which they can transfer their home-grown or global organizational models. Addressing this question, this book shows how and why the hybridization profiles of automobile subsidiaries in India differ. Focusing on the transfer and local adaptation of production models, the author argues that only when we consider strategic choices at the corporate and subsidiary level, as well as their institutional and strategic embeddedness, can we understand subsidiary hybridization."--BOOK JACKET Introduction The transfers of production models in MNEs : a literature review Analytical framework and methodology India's business context and the automotive sector The case of Maruti-Suzuki The case of Fiat India The case of DaimlerChrysler India The case of Skoda India Discussion and conclusion.