Theorizing the Role of the International Subsidiary: Transplants, Hybrids and Branch-Plants Revisited

Tony Elger and Chris Smith

Chapter 3 in Multinationals, Institutions and the Construction of Transnational Practices, 2006, pp 53-85 from Palgrave Macmillan

Abstract: Abstract The system, society and dominance model (Smith and Meiksins, 1995; Smith and Elger, 2000; Elger and Smith, 2005; Smith 2005) aims to capture the complexity of innovations in work organization and employment relations and their ‘transfer’ within the modern, internationalized enterprise. By identifying ‘societal effects’ it recognizes the origins of particular innovations in specific societal settings and the extent to which those settings (whether in home or host societies) continue to influence the conduct of managers and workers within the firm. At the same time, the partial character of such effects is emphasized by underlining the extent to which national production regimes may be characterized by differentiation, conflict and reconstruction. Moreover, by identifying ‘dominance effects’ it recognizes that practices that have been developed in leading national economies, industrial sectors or indeed firms have the potential to exert a distinctive influence on key actors in a wide range of business enterprises situated in different societies, by virtue of their claimed efficacy.

Keywords: Dominance Effect; Parent Company; Employment Relation; Parent Firm; Societal Effect (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50230-7_3

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DOI: 10.1057/9780230502307_3

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