This book offers an in-depth analysis of the roles and strategies
of subsidiaries of American multinational companies (MNCs) in
Taiwan's IT industry. Based on semi-structured interviews with 16
managing directors of the different foreign-owned subsidiaries and
100 functional unit managers, the authors investigate (1) the roles
of functional units in evaluating strategy formulation and change
in foreign subsidiaries; (2) the factors that determine strategy
formulation and change in foreign subsidiaries and their functional
units; and (3) the linkages between cross-functional units. The
research underscores the view that MNCs' strategies are composed of
assorted heterogeneous elements.
General
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