Integration strategy formulation of foreign-owned R&D subsidiaries

Abstract

Purpose

Parent companies usually control a subsidiary’s operations and decision-making processes and policies. This study highlights how subsidiary research and development (R&D) contributes to a parent company’s global strategy formulation in the context of changes in the integrated responsiveness framework and transnational models.

Design/methodology/approach

We conducted an interview survey with 149 companies in Japan, of which 92 engaged in R&D activities. Ten companies, 9 R&D managers, and one managing director of different industrial companies were selected.

Findings

We identified four cases of how R&D subsidiaries incorporate their requirements into global strategies in the context of changes. Four methods of integrating R&D subsidiaries’ strategies with the parent company are explained. Further, we show that global strategy formulation should not be restricted to headquarters, as dilemmas occur within competing departments in the subsidiaries, which negatively impact innovation and performance. Digital transformation suggests the potential of a new subsidiary management model—the “silent headquarters”.

Research limitations/implications

We failed to discuss how headquarters’ R&D is implemented in strategy formulation. This is because the interview survey was conducted from the perspective of how subsidiary R&D is involved in integrated strategy formulation. Additionally, we did not investigate the actual performance achieved by integrated and non-integrated R&D organisations. Problems faced by subsidiaries in other locations, other departments within the subsidiary country, and the solutions to these problems, should be addressed in future research.

Practical implications

The practical implications of our findings relate to subsidiary-country relationships, inter-facility competition, and global strategy formulation. Active involvement of subsidiary R&D in strategy formulation, considering local requirements, can enhance subsidiary location advantages. Integrated strategies focused on global customers may overlook subsidiary R&D strengths and hinder innovation due to internal dilemmas and competition. Strengthening subsidiary R&D involvement and considering local context can promote innovation and flexibility beyond meta-national management. The concept of Silent HQ is suggested, reducing duplication and coordination issues through delegation and digital transformation.

Social implications

The implication was from the findings pertain to global strategy formulation after organisational integration, which was not previously elucidated by the transnational management and meta-national management models. It was clarified the existence of four cases for subsidiary R&D involvement in strategy formulation from the perspective of subsidiary R&D activities, addressing the difficulty of explaining the penetration of single strategy management to subsidiaries through integration alone. We revealed that there are the entire, apparent, moderate, and quiescent integration cases of R&D strategies from the perspectives of global integration strategy and the subsidiary country’s adaptation and that considering subsidiary R&D involvement models in global strategy formulation is important for maximising the performance of R&D subsidiaries in MNCs.

Originality/value

This study provides useful insight into the importance of centralisation to enhance performance. It addresses the research gap in the global strategy formulation process by R&D subsidiaries. R&D leaders at subsidiary levels strike a balance between global considerations and the host country. This concerns the need for initiative and value proposition to their local customers, combined with the operation of a transnational model. The findings clarify how high-performing subsidiary R&D leaders can engage in parent company strategy formulation.

Citation

Furusawa, M. and Ishida, S. (2024), "Integration strategy formulation of foreign-owned R&D subsidiaries", Management Decision, Vol. 62 No. 12, pp. 4148-4164. https://doi.org/10.1108/MD-08-2023-1398