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Problem perceptions by top managers in distant subsidiaries

机译：远程子公司的高层管理人员对问题的看法

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Subsidiary managers in distant countries are expected to cope with uncertainty and to bridge the gap between headquarters' strategies and subsidiaries' realities, but few studies make meaningful comparisons between subsidiary managers' perceptions of problems. This is the aim of this longitudinal study. We investigate how expatriate CEOs in Danish subsidiaries in East Asia and in Germany perceive problems compared with native CEOs. Data are mainly gathered in surveys in 1995, 2005 and 2012, in total 205 questionnaires are analysed using structural equation modelling. The results indicate that expatriate CEOs significantly more often report problems of equivocality. Perceived problems in headquarters-subsidiary interactions in East Asian subsidiaries are not significantly associated with CEO expatriate status, but are instead significantly associated with (moderated by) MNC use of cultural modes of control. The study also shows that problem perceptions remain fairly stable over time.
机译：期望遥远国家的子公司经理能够应对不确定性，并弥合总部战略与子公司现实之间的差距，但是很少有研究对子公司经理对问题的看法进行有意义的比较。这是这项纵向研究的目的。我们调查了在东亚和德国的丹麦子公司中，外籍首席执行官与本地首席执行官相比如何看待问题。数据主要收集于1995、2005和2012年的调查中，总共使用结构方程模型分析了205个问卷。结果表明，外派首席执行官明显更多地报告了模棱两可的问题。东亚子公司总部与子公司之间的互动中所感知到的问题与首席执行官的外籍人士身份没有显着相关，而是与跨国公司使用文化控制模式（由中度跨国公司使用）显着相关。该研究还表明，随着时间的流逝，对问题的看法仍然相当稳定。

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