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Strategic Development of Multinational Subsidiaries in Ireland

In: Multinational Corporate Evolution and Subsidiary Development

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  • Ed Delany

Abstract

Ireland’s economy is highly dependent on the activities of multinational subsidiaries. OECD (1991) data shows that over 45 per cent of manufacturing employment and almost two-thirds of manufacturing output is attributable to foreign-owned firms. These subsidiaries have been set up in Ireland in three basic time periods: Pre-1921: a small number of companies, including for example Guinness, pre-date the formation of the state in 1921. 1921–1960: a number, mostly of UK parentage, were set up to be located inside the trade barriers established by the Irish Government after the formation of the state. Since 1960: a large number of multinational subsidiaries have been established, many of which have been attracted by the range of incentives designed for mobile investment and actively marketed by the Irish Industrial Development Authority (IDA). An IDA (1994) survey found that there were almost 1100 foreign-owned subsidiaries in manufacturing or IDA-supported international services. Ownership of these subsidiaries was spread across 29 different countries, but parent companies from three home countries — the USA, the UK and Germany — owned almost 70 per cent of the subsidiaries.

Suggested Citation

  • Ed Delany, 1998. "Strategic Development of Multinational Subsidiaries in Ireland," Palgrave Macmillan Books, in: Julian Birkinshaw & Neil Hood (ed.), Multinational Corporate Evolution and Subsidiary Development, chapter 10, pages 239-267, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-26467-4_10
    DOI: 10.1007/978-1-349-26467-4_10
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    Citations

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    Cited by:

    1. Dörrenbächer, Christoph & Gammelgaard, Jens, 2006. "Subsidiary redefinition: Charter loss in a German-owned subsidiary in Hungary," Discussion Papers, Research Unit: Internationalization and Organization SP III 2006-201, WZB Berlin Social Science Center.
    2. Birkinshaw, Julian & Ridderstråle, Jonas, 1999. "Fighting the corporate immune system: a process study of subsidiary initiatives in multinational corporations," International Business Review, Elsevier, vol. 8(2), pages 149-180, April.
    3. Dörrenbächer, Christoph & Geppert, Mike, 2005. "Micro-political aspects of mandate development and learning in local subsidiaries of multinational corporations," Discussion Papers, Research Unit: Internationalization and Organization SP III 2005-202, WZB Berlin Social Science Center.
    4. Jens Gammelgaard & Frank McDonald & Heinz Tüselmann & Christoph Dörrenbächer & Andreas Stephan, 2009. "Subsidiary Role and Skilled Labour Effects in Small Developed Countries," Management International Review, Springer, vol. 49(1), pages 27-42, February.
    5. Paterson, S. L. & Brock, D. M., 2002. "The development of subsidiary-management research: review and theoretical analysis," International Business Review, Elsevier, vol. 11(2), pages 139-163, April.
    6. Dzikowska Marlena & Gorynia Marian, 2020. "Long-term evolution of the subsidiary’s role: a qualitative perspective on a subsidiary located in Poland," International Journal of Management and Economics, Warsaw School of Economics, Collegium of World Economy, vol. 56(1), pages 79-95, March.
    7. Hobday, Michael & Rush, Howard, 2007. "Upgrading the technological capabilities of foreign transnational subsidiaries in developing countries: The case of electronics in Thailand," Research Policy, Elsevier, vol. 36(9), pages 1335-1356, November.
    8. Poór, József, 2013. "Az emberierőforrás-gazdálkodás átalakulása a nemzetközi cégek leányvállalatainál Magyarországon és a kelet-európai régióban [Changes of HR function at local subsidiaries of foreign-owned firms in H," Közgazdasági Szemle (Economic Review - monthly of the Hungarian Academy of Sciences), Közgazdasági Szemle Alapítvány (Economic Review Foundation), vol. 0(1), pages 64-89.
    9. Schmid, Stefan & Dzedek, Lars R. & Lehrer, Mark, 2014. "From Rocking the Boat to Wagging the Dog: A Literature Review of Subsidiary Initiative Research and Integrative Framework," Journal of International Management, Elsevier, vol. 20(2), pages 201-218.
    10. Jing Zeng & Keith W. Glaister & Tamer Darwish, 2019. "Processes Underlying MNE Subsidiary Absorptive Capacity: Evidence from Emerging Markets," Management International Review, Springer, vol. 59(6), pages 949-979, December.
    11. Dörrenbächer, Christoph & Gammelgaard, Jens, 2006. "Subsidiary role development: The effect of micro-political headquarters-subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries," Journal of International Management, Elsevier, vol. 12(3), pages 266-283, September.

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