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Knowledge-based resources as determinants of MNC structure: tests of an integrative model

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  • Chi, Tailan
  • Nystrom, Paul C.
  • Kircher, Philipp

Abstract

This paper develops and tests a theoretical model of the structural choice by multinational corporations (MNCs). The model draws on three research streams: the contingency framework, integration-responsiveness (IR) framework, and organizational economics. Insights from the three streams of work are integrated into a theory of optimal structural choice under the assumption that both the MNC and its managers make decisions on the basis of their self-interests. An important feature of the model is its exposition of knowledge-based resources as a key determinant of MNC structure. The predictions of the model are tested on a sample of 101 MNCs using a multivariate regression approach. The results confirm the role of knowledge-based resources in influencing MNC structures.

Suggested Citation

  • Chi, Tailan & Nystrom, Paul C. & Kircher, Philipp, 2004. "Knowledge-based resources as determinants of MNC structure: tests of an integrative model," Journal of International Management, Elsevier, vol. 10(2), pages 219-238.
    • Handle: RePEc:eee:intman:v:10:y:2004:i:2:p:219-238
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    Cited by:

    1. Jane XJ Qiu & Lex Donaldson, 2012. "Stopford and Wells were Right! MNC Matrix Structuresdo fit a “High-High” Strategy," Management International Review, Springer, vol. 52(5), pages 671-689, October.
    2. Louis Amato & Christie Amato, 2012. "Retail Philanthropy: Firm Size, Industry, and Business Cycle," Journal of Business Ethics, Springer, vol. 107(4), pages 435-448, June.
    3. Celo, Sokol & Nebus, James & Kim Wang, I., 2015. "MNC structure, complexity, and performance: Insights from NK methodology," Journal of International Management, Elsevier, vol. 21(3), pages 182-199.

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