Strategy shifts in MNC subsidiaries
批判性回顾Jarillo和Martinez的子公司战略模型，基于171家英国制造子公司的调查数据，扩展了该模型，识别出低整合-低响应象限中的“沉寂子公司”类型，并分析其特点及战略稳定性与变化的决定因素。
This paper critically reviews the model of subsidiary strategy proposed by Jarillo and Martinez and, based on the data from a survey of 171 MNC manufacturing affiliates in the UK, proposes an extension of their model. The key finding is the indentification of a group of affiliates (quiescent subsidiaries) in the low integration–low responsiveness quadrant, not previously identified in a study of this nature. Characteristics of the quiescent affiliate type are explored, and the determinants of strategy stability and strategy change over time are evaluated. It is concluded that differences between the extended model and the original may lie in basic strategic differences between Spanish and UK affiliates. © 1998 John Wiley & Sons, Ltd.