An Analysis Of Oversea-subsidiary Competitive Advantage Feedback-based On Resource View

In recent years, part of our nation’s multinational corporations "go out" foroverseas technology, knowledge, and management resources, it is committedto building global influence competitive advantage. However, after resourceacquisition, the problem "take in" is plagued by many companies, inefficientresource adapter makes the enterprise investment income is far from expected.Therefore, the study of mechanism of resource acquisition should also turn onthe transfer mechanism study of resources, it is good for our country’senterprise’s international development. It is proved that resource view analysismethod can be traced back to competitive advantage. This article is based onresource view, build the overseas subsidiaries competitive advantagefeedback theory analysis framework, and combining the model analysis andcase analysis, attempts to offer reference to multinational company about howto “take in” overseas resources effectively.The first part of this paper is theoretical part, on the one hand, is based onthe theory of transaction cost and exogenous traditional multinational companycompetitive advantage theory and endogenous differences between the theoryof competitive advantage based on the resource view. From the point of viewof development, it points out that the resource view can reveal how theenterprises have relative competitive advantage primarily. And through deeplydiscussion of the relationship between resource views and competitiveadvantage, concluded that the efficiency of the use of knowledge and ability isdifferent, which caused the difference in firm’s performance, so as to therelative competitive advantage. On the other hand, by analyzing the evolutionof overseas subsidiaries and the subsidiary characteristic, found that theyinfluent the formation of subsidiary (SSAs) competitive advantage, which is animportant part of the feedback.The second part is the theme of the essay, first, it based on resource view,introduces the connotation of the overseas subsidiaries competitive advantagefeedback, and how the overseas subsidiaries has the unique resources, theninternal transfer, absorption and utilization, finally to enhance the whole of themultinational company’s competitive advantage. And then summed up thecharacteristics of overseas subsidiaries competitive advantage resources, and summarizes the three levels based on source of four competitive advantageresources. Through the overseas subsidiaries feedback path of competitiveadvantage and influence factors analyzing, and the explanation structuremodel been constructed, found the metastases willingness and absorbing-willare the most influence factors of the upper. And the isolation mechanism is theroot cause of the performance differences. Ultimately established the overseassubsidiaries of competitive advantage feedback model of the process which isbased on resource view.The last part combines the case study and conclusion. Case part adoptsthe international successful experience of Huawei to verify the practicabilityand value of the feedback analysis, Huawei adopts the internationalizationalr&d, management and talent strategy, then absorb, use of global resourcesand then integrate, which has made outstanding achievements. Suggestionsand conclusion part summarizes the theory research and model analysisresults, this paper also points out the shortages of this paper. According to theresearch results of this paper, provides some Suggestions on how our countryenterprise to transfer and absorb overseas subsidiaries’ obtained resources.