3236 
2832跨国企业内部何种联结有助于提升海外子公司绩效？本文基于跨国企业的资源——母公司高管海外经历，以资源依赖理论为核心视角，阐释了东道国经历与非东道国经历如何影响海外子公司绩效，并且通过中国A股上市公司2011—2019年的海外子公司数据，实证检验了理论假设。研究发现：（1）高管东道国经历是适用东道国环境的专用资源，母子公司之间紧密的联结有助于促进海外子公司绩效。（2）高管非东道国经历是适用全球环境的通用资源，对海外子公司绩效无显著的促进效应，海外子公司会较少依赖这种通用资源。（3）高管东道国经历使得母公司增加对海外子公司的资源投入，从而促进了海外子公司绩效。（4）异质性分析表明文化距离越大、东道国制度质量越差、海外子公司经营年限越短，母公司高管东道国经历对海外子公司绩效的促进作用越强。本文丰富高管海外经历对企业绩效影响研究的同时，还拓展了跨国企业内部联结关系与海外子公司外来者劣势的相关研究。
母公司高管海外经历如何影响海外子公司的绩效？
摘要
参考文献
1 王碧珺, 衷子雅. 中国企业海外子公司的绩效表现及其差异分析[J]. 经济管理,2021, 43(1): 72-88. DOI:10.19616/j.cnki.bmj.2021.01.005
2 魏江, 王诗翔, 杨洋. 向谁同构?中国跨国企业海外子公司对制度双元的响应[J]. 管理世界,2016, (10): 134-149. DOI:10.19744/j.cnki.11-1235/f.2016.10.010
3 周中胜, 贺超, 韩燕兰. 高管海外经历与企业并购绩效: 基于“海归”高管跨文化整合优势的视角[J]. 会计研究,2020, (8): 64-76. DOI:10.3969/j.issn.1003-2886.2020.08.005
4 Beuselinck C, Cascino S, Deloof M, et al. Earnings management within multinational corporations[J]. The Accounting Review,2019, 94(4): 45-76. DOI:10.2308/accr-52274
6 Gaur A S, Delios A, Singh K. Institutional environments, staffing strategies, and subsidiary performance[J]. Journal of Management,2007, 33(4): 611-636. DOI:10.1177/0149206307302551
7 Hsu W T, Chen H L, Cheng C Y. Internationalization and firm performance of SMEs: The moderating effects of CEO attributes[J]. Journal of World Business,2013, 48(1): 1-12. DOI:10.1016/j.jwb.2012.06.001
8 Kaufmann D, Kraay A, Mastruzzi M. Governance matters III: Governance indicators for 1996-2002[R]. Working Paper 3106, 2003.
9 Le S, Kroll M. CEO international experience: Effects on strategic change and firm performance[J]. Journal of International Business Studies,2017, 48(5): 573-595. DOI:10.1057/s41267-017-0080-1
10 Luo Y. Market-seeking MNEs in an emerging market: How parent–subsidiary links shape overseas success[J]. Journal of International Business Studies,2003, 34(3): 290-309. DOI:10.1057/palgrave.jibs.8400027
11 Mäkelä K, Barner-Rasmussen W, Ehrnrooth M, et al. Potential and recognized boundary spanners in multinational corporations[J]. Journal of World Business,2019, 54(4): 335-349. DOI:10.1016/j.jwb.2019.05.001
12 Meyer K E, Li C, Schotter A P J. Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda[J]. Journal of International Business Studies,2020, 51(4): 538-576. DOI:10.1057/s41267-020-00318-w
13 Nocke V, Yeaple S. Cross-border mergers and acquisitions vs. Greenfield foreign direct investment: The role of firm heterogeneity[J]. Journal of International Economics,2007, 72(2): 336-365. DOI:10.1016/j.jinteco.2006.09.003
15 Shirodkar V, Konara P. Institutional distance and foreign subsidiary performance in emerging markets: Moderating effects of ownership strategy and host-country experience[J]. Management International Review,2017, 57(2): 179-207. DOI:10.1007/s11575-016-0301-z
17 Wang S L, Luo Y D, Lu X W, et al. Autonomy delegation to foreign subsidiaries: An enabling mechanism for emerging-market multinationals[J]. Journal of International Business Studies,2014, 45(2): 111-130. DOI:10.1057/jibs.2013.40
18 Wei Q, Li W H, De Sisto M, et al. What types of top management teams' experience matter to the relationship between political hazards and foreign subsidiary performance?[J]. Journal of International Management,2020, 26(4): 100798. DOI:10.1016/j.intman.2020.100798
引用本文
朱佳信, 祝继高, 梁晓琴. 母公司高管海外经历如何影响海外子公司的绩效？[J]. 外国经济与管理, 2022, 44(9): 35-50.
导出参考文献，格式为：
