A Study On The Strategic Role, And Performance Evaluationin Subsidiaires Of Multinational Corporations

With the strengthening of world economic globalization, multinational companies have become important international activities of economic power, a profound impact on world economic, political and social life. Meanwhile, multinational companies are constantly adjusting their development strategies and subsidiary strategic role in order to adapt to even the leadership of the development trend of world economy, transnational business strategy management has become key to business success. Because different countries, different nationalities, different economic and consumption patterns and different cultural backgrounds with market diversity, therefore, under the guidance of the global strategy, multinational subsidiaries in different local conditions under strategic role of cross-business strategy is its strategic option. The nature of strategic management is to use and integrate all the company’s resources, sustainable increase in the company’s market value and achieve long-term value.How to effectively evaluate the multinational science from the company’s strategic business performance in the host country, and what kind of evaluation tools as performance evaluation of multinational companies is in theory and business circles of the debate, which this study is committed to the problem. From the starting of the multinational subsidiary strategic role evolution and network embedded, devise the roles of different strategies, a clear strategic choice of different strategic role and positioning, and thus long-term value creation for the subsidiaries operating mode and the key driver. The use of strategy maps and balanced scorecard are subsidiaries of transnational business strategy to describe and measure. Design strategy map and balanced scorecard performance management system and evaluation system under the subsidiary of different roles (horizontal, vertical).Research and studies for the above purpose, the main innovation of this study are:(1) Explore the strategic role of subsidiaries, strategic management, and strategic interaction between performance evaluation mechanisms. Study the strategy of multinational subsidiary roles when the multinational operations, strategic choice, strategy description, strategy implementation, strategic and measurable concrete steps.(2) Based on the particularity of the informal network relationships, by the parent company to build an internal network, external network host market, the informal network of organizations such as multi-dimensional “model of subsidiary network embedded symbiotic system”, will be incorporated into a larger network of subsidiary organizations to go.(3) Define the strategic role of subsidiaries of transnational corporations, established by the “internal network of subsidiaries and the parent company level of parenting”,“networking opportunities outside the host country level”,“subsidiary of their own competitive advantage”, and many other variables affect the “Subsidiary Strategic Role of Three-dimensional Model”, revised one-sided at the previous studies.(4) Under the guidance of the theory of the strategy map and balanced scorecard, drivers of value creation to cut into the company, from financial, customer, internal process, learning and growth dimensions, specifically established for different types of multinational subsidiaries in the performance evaluation system for the business community to provide a system of specific TNCs subsidiary performance appraisal system, to provide theoretical reference and support.The cores of this study are:The first level, theoretical review process. Explain study aims and routes, as well as theoretical support.The first chapter:the preparation part of this study, the main account of the research background and issues, research methods, purpose and meaning, content and frameworks, the framework of accountability and line of thrust.Chapter Ⅱ:Review of relevant concepts and theories. This study introduces the concepts and theories related tools, including transnational corporations, international branches, subsidiaries and other related concepts of the strategic role, as well as multinational companies, performance evaluation, strategy maps and balanced scorecard and other related theories.The second level, the main part of the paper. Focuses on the role of MNC subsidiary strategy, strategy maps, performance evaluation of interaction mechanisms, designed to explore the model theory of the multinational subsidiary of transnational management system.The third chapter, the main subsidiaries of multinational companies based performance evaluation system and factors influencing the work of research and analysis, a clear strategic performance evaluation subsidiary to consider the major internal and external factors.Chapter IV, the main strategy of the role of subsidiary network embeddings, role and strategic role evolution analysis of this paper is to define the object of study. And design“symbiotic subsidiary network embedded systems”and “network under the subsidiary strategic role embedded in three-dimensional model”Chapter V, the role of different strategies under the strategic map of subsidiary construction. Including corporate value creation and strategic map of the intrinsic correlation analysis, analysis of multinational corporations need to refer to the strategic map. Then put forward a complete set of standards-based strategic map and the subsidiary vertical strategy map.Chapter VI, under the subsidiary strategic role in the different strategies under the guidance of the map to the level of multinational subsidiary of multinational subsidiaries are vertical design a comprehensive performance evaluation mechanism for the strategic balanced scorecard design.Finally, the empirical part of the case. J selected multinational subsidiaries and representative case studies of H subsidiaries, through case analysis based on the level of multinational subsidiaries, subsidiaries of multinational vertical strategy map and balanced scorecard strategic management system and the need for feasibility demonstration.The third level, some conclusions and implications (Chapter VIII). Mainly summarized the main conclusions of this study——the strategic map and balanced scorecard subsidiary performance evaluation system application and practice; explain the study of innovation and weaknesses, and made progress in research prospects and related recommendations.Discussed in this study reveals the strategic role of the multinational corporations, strategic map, balanced scorecard interaction mechanism, and the internal operation of the general law of the transnational management of multinational companies provide a reference, which will help multinational companies in developing a strategy while focusing on the strategic roles, the description of the strategy, implementation and measurement. Management of modern multinational corporations to raise the level of subsidiaries and affiliates of transnational corporations play a positive reference and reference.