This book offers an in-depth analysis of the roles and strategies of
subsidiaries of American multinational companies (MNCs) in Taiwan's IT
industry. Based on semi-structured interviews with 16 managing directors
of the different foreign-owned subsidiaries and 100 functional unit
managers, the authors investigate (1) the roles of functional units in
evaluating strategy formulation and change in foreign subsidiaries; (2)
the factors that determine strategy formulation and change in foreign
subsidiaries and their functional units; and (3) the linkages between
cross-functional units. The research underscores the view that MNCs'
strategies are composed of assorted heterogeneous elements.