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Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship

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  • Drogendijk, Rian
  • Holm, Ulf

Abstract

We develop a model of cultural positions in relationships that should be considered in addition to the more conventional cultural distance. We empirically analyse relationships between headquarters and foreign subsidiaries in multinational corporations and how high or low acceptance of power differences at both sides of the relationship is associated with headquarters influence on subsidiary competence development. ANCOVA analyses of 1529 subsidiaries in six European countries, headquartered in 28 countries, provide new insights. We find that relationships with low cultural distance, differ significantly in terms of headquarters influence depending on whether headquarters and subsidiaries agree on accepting or rejecting power differences. Similarly, relationships with high cultural distance differ depending on whether it is headquarters or the subsidiary that is from a high-power-distance culture: we find that headquarters influence is particularly dependent on great acceptance of power differences by the subsidiary.

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  • Drogendijk, Rian & Holm, Ulf, 2012. "Cultural distance or cultural positions? Analysing the effect of culture on the HQ–subsidiary relationship," International Business Review, Elsevier, vol. 21(3), pages 383-396.
    • Handle: RePEc:eee:iburev:v:21:y:2012:i:3:p:383-396
    DOI: 10.1016/j.ibusrev.2011.05.002
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    2. Popli, Manish & Akbar, Mohammad & Kumar, Vikas & Gaur, Ajai, 2016. "Reconceptualizing cultural distance: The role of cultural experience reserve in cross-border acquisitions," Journal of World Business, Elsevier, vol. 51(3), pages 404-412.
    3. Tang, Ryan W. & Buckley, Peter J., 2022. "Outward foreign direct investment by emerging market multinationals: The directionality of institutional distance," Journal of Business Research, Elsevier, vol. 149(C), pages 314-326.
    4. Yildiz, H. Emre, 2014. "Not All Differences Are the Same: Dual Roles of Status and Cultural Distance in Sociocultural Integration in Cross-border M&As," Journal of International Management, Elsevier, vol. 20(1), pages 25-37.
    5. Tao Bai & Jialin Du & Angelo M. Solarino, 2018. "Performance of foreign subsidiaries “in” and “from” Asia: A review, synthesis and research agenda," Asia Pacific Journal of Management, Springer, vol. 35(3), pages 607-638, September.
    6. H Emre Yildiz & Carl F Fey, 2016. "Are the extent and effect of psychic distance perceptions symmetrical in cross-border M&As? Evidence from a two-country study," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 47(7), pages 830-857, September.
    7. Schomaker, Margaret Spring & Zaheer, Srilata, 2014. "The Role of Language in Knowledge Transfer to Geographically Dispersed Manufacturing Operations," Journal of International Management, Elsevier, vol. 20(1), pages 55-72.
    8. George Peng & Paul Beamish, 2014. "The effect of host country long term orientation on subsidiary ownership and survival," Asia Pacific Journal of Management, Springer, vol. 31(2), pages 423-453, June.
    9. Kaasa, Anneli & Vadi, Maaja & Varblane, Urmas, 2016. "A new dataset of cultural distances for European countries and regions," Research in International Business and Finance, Elsevier, vol. 37(C), pages 231-241.
    10. Hernández, Virginia & Nieto, María Jesús, 2015. "The effect of the magnitude and direction of institutional distance on the choice of international entry modes," Journal of World Business, Elsevier, vol. 50(1), pages 122-132.
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