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The impact of “distance” on multinational enterprise subsidiary capabilities: A value chain perspective

Alain Verbeke (Haskayne School of Business, University of Calgary, Calgary, Canada and Henley Business School, University of Reading, Reading, UK and Solvay Business School, University of Brussels (VUB), Brussels, Belgium)
Wenlong Yuan (Asper School of Business, University of Manitoba, Winnipeg, Canada)

Multinational Business Review

ISSN: 1525-383X

Publication date: 18 July 2016

Abstract

Purpose

The aim of this paper is to investigate how multinational enterprise (MNE) subsidiary capabilities are influenced by the firm-specific advantages (FSAs) of the parent company, as well as by cultural and geographic distance between the home and host country.

Design/methodology/approach

This paper assesses how the effects of the parent FSAs, cultural distance and geographic distance on subsidiary capabilities vary for different value-chain activities, with an empirical application to 60 foreign subsidiaries operating in Canada.

Findings

This paper uncovers distinct, three-way interaction effects among parent-level FSAs, cultural distance and geographic distance for upstream versus downstream activities in the value chain.

Originality/value

We find that in special cases, high levels of distance can be positive for MNEs, in terms of driving the creation of stronger subsidiary capabilities.

Keywords

Acknowledgements

The authors are grateful to Ulf Andersson and Charles Dhanaraj for their insights.

Citation

Verbeke, A. and Yuan, W. (2016), "The impact of “distance” on multinational enterprise subsidiary capabilities: A value chain perspective", Multinational Business Review, Vol. 24 No. 2, pp. 168-190. https://doi.org/10.1108/MBR-05-2015-0021

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Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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