The Drivers of Multinational Enterprise Subsidiary Entrepreneurship in China: A New Resource‐Based View Perspective
研究区分了资源相对优势和资源冗余两个维度，发现子公司创业需要两者与环境动态性和良性共同作用，基于66家在华加拿大子公司数据，高人力资源冗余在动态良性环境中若无强能力反而抑制创业。
Abstract This paper extends the resource‐based view ( RBV ) of the firm, as applied to multinational enterprises ( MN Es ), by distinguishing between two critical resource dimensions, namely relative resource superiority (capabilities) and slack . Both dimensions, in concert with specific environmental conditions, are required to increase entrepreneurial activities. We propose distinct configurations (three‐way moderation effects) of capabilities, slack, and environmental factors (i.e. dynamism and hostility) to explain entrepreneurship. Using survey data from 66 C anadian subsidiaries operating in C hina, we find that higher subsidiary entrepreneurship requires both HR slack and strong downstream capabilities in subsidiaries, subject to the industry environment being dynamic and benign. However, high HR slack alone, in a dynamic and benign environment, but without the presence of strong capabilities, actually triggers the fewest initiatives, with HR slack redirected from entrepreneurial experimentation towards complacency and inefficiency. This paper has major implications for MNEs seeking to increase subsidiary entrepreneurship in fast growing emerging markets.