越來越多的研究證實子公司不再只有扮演接受母公司策略指派與知識的被動角色，更是透過子公司本身策略性新創能力的培養，進而提升對跨國企業母公司的策略性貢獻，並藉此提升該子公司在母公司網絡中的影響力。在過去探討子公司創業能力的相關文獻提出了子公司的高階主管領導、創業文化、子公司的學習機制、子公司與母公司間的關聯與相依性影響了子公司投入新創活動的程度。但，過往探討子公司新創或創業能力的相關文獻，並未深入探討能夠帶來子公司新創能力的相關管理機制，及管理機制與子公司能力養成的關係。
在第一個研究模型中，本研究加入了人力資本管理的理論，探討子公司的創業精神。證實並非只有子公司高階主管的創業型領導以及創業能力能創造子公司的策略性貢獻，子公司的人才管理活動是子公司創業系統中不可忽視的重要中介因素。在第二個研究模型中，本研究融合知識基礎觀點，驗證子公司的吸收能力是帶來子公司創業能力的基礎，且透過子公司高階領導及人才管理活動的運作，有助於活化子公司的吸收能力及創業能力，進而培養子公司獨特的能力，並且投入更多全球化的新創活動。本研究整合創業理論相關的文獻、人力資本理論以及知識為基礎理論三項理論觀點，提出更為完整的子公司創業模型，以及培養新創能力需要包含考量的多元管理機制。
本研究鎖定跨國企業在亞洲地區的子公司為研究對象進行量化問卷研究，共回收202份子公司的有效配對問卷。經由兩個模型的結構方程模型分析結果發現，子公司可透過子公司「獨特能力的培養」、「在地主國的新創活動」以及「全球新創能力回饋」三項策略新創活動的投入，提升對母公司的策略性貢獻。另，子公司的人才管理活動扮演相當重要且關鍵的中介角色，能有效地提升組織的吸收能力以及創業能力，進而帶來子公司策略價值的創造。而高階主管的創業型領導是子公司新創能力的核心因素，是促動子公司策略性新創模型的關鍵因素。

Contemporary studies in international management field conceptualize subsidiaries as semi-autonomous entities. By involving in entrepreneurial undertakings and strategic activities, subsidiaries could contribute strategic value to parent multinational corporation (MNC). Distinguishing from previous researches derived from entrepreneurship theory and done by Birkinshaw and his colleagues, this study incorporated human capital theory and knowledge-based view (KBV) to fulfill the existing research gap and enlarged our understanding of subsidiary entrepreneurship.
This research proposed two models to unlock and testify the underexplored phenomenon of subsidiary entrepreneurship. In the first model, this research incorporated human capital management in MNCs context and testified that not merely top management team (TMT) entrepreneurial leadership and subsidiary entrepreneurial culture were critical antecedents of subsidiary’s strategic initiative, but the human resource management (HRM) practices of subsidiary talent management played an important mediator to generate the entrepreneurial system. In the second model, this study demonstrated the cross-field integration and synthesis of entrepreneurial literatures, human capital theory and knowledge-based view and expressed a more comprehensive illustration of strategic entrepreneurship. This study certified that absorptive capacity could facilitate subsidiary’s entrepreneurial culture and further enhance subsidiary’s strategic initiative. Moreover, subsidiary’s practices of talent management could facilitate its absorptive capacity and further contribute to subsidiary’s strategic outputs.
By analyzing the empirical data collected from 202 MNCs’ foreign subsidiaries in Asian area, this study testified that the subsidiaries which could contribute strategic value creation for parent MNCs should equip multilayer of initiative-takings: the local distinctive capability, market initiative and knowledge outflow. Furthermore, the HRM practices of talent management in subsidiary played critical mediating role on both the development of organizational capability, improvement of absorptive capacity and the enhancement of subsidiary strategic initiative. TMT entrepreneurial leadership was the core engine which could activate subsidiary’s mechanisms to facilitate the activities of strategic value creations.

ABSTRACT………………………………………………………………………….i
CONTENT…………………………………………………………………………...v
LIST OF FIGURES………………………………………………………………..viii
LIST OF TABLES…………………………………………………………………..ix
CHAPTER 1 INTRODUCTION……………………………………………………1
1-1 Research Background………..………………………………………………….1
1-2 Research Motivation…………...………………………………………………..3
1-3 Research Purpose………………………………………………………………..6
1-4 Research Questions…………………………………………………………….. 7
1-5 Research Procedures…………………………………………………………….8
CHAPTER 2 LITERATURE REVIEW………………………………………...….9
2-1 Subsidiary Strategic Initiative..……….…………………..……………………10
2-1-1 Subsidiary Local Distinctive Capability……………………………..…12
2-1-2 Subsidiary Market Initiative..………………………………………….13
2-1-3 Subsidiary Knowledge Outflow………………………………………...14
2-1-4 The Conceptual Map of Subsidiary Strategic Initiative…………………15
2-2 The Development of Subsidiary Entrepreneurship……………..…………….17
2-2-1 Subsidiary Entrepreneurial Culture………………………………….22
2-2-2 Subsidiary Entrepreneurial Culture and its Strategic Initiative…23
2-2-3 TMT Entrepreneurial Leadership………………………………….……24
2-2-4 TMT Entrepreneurial Leadership and Subsidiary Entrepreneurial Culture……25
2-3 Human Capital Management in MNCs Context……………………………….27
2-3-1 Subsidiary Talent Management…………………………………………32
2-3-2 TMT Entrepreneurial Leadership and Subsidiary Talent Management…33
2-3-3 Subsidiary Talent Management and Subsidiary Entrepreneurial Culture…...34
2-3-4 Subsidiary Talent Management and its Strategic Initiative………...34
2-4 Knowledge-Based View in MNCs Context...…………………..36
2-4-1 Absorptive Capacity…..………………………………………………... 39
2-4-2 Absorptive Capacity and Subsidiary Distinctive Capability ...………….43
2-4-3 Absorptive Capacity and Subsidiary Entrepreneurial Culture ……….43
2-4-4 Subsidiary Talent Management and Absorptive Capacity………………44
2-4-5 TMT Entrepreneurial Leadership and Absorptive Capacity ……………44
2-4-6 Subsidiary Entrepreneurial Culture and Distinctive Capability ….….45
2-4-7 Subsidiary Entrepreneurial Culture and Knowledge Outflow…………45
2-4-8 Subsidiary Distinctive Capability and Knowledge Outflow……………46
CHAPTER 3 METHOD……………………………………………………………47
3-1 Model 1 and Hypotheses……………………………………………………….48
3-2 Model 2 and Hypotheses……………………………………………………….49
3-3 Measurement and Instrument…………………………………………………..51
3-3-1 Subsidiary’s Strategic Initiative…………………………………….51
3-3-2 Subsidiary Entrepreneurial Culture……………………………………53
3-3-3 TMT Entrepreneurial Leadership………………………………………..54
3-3-4 Subsidiary Talent Management………………………………………..56
3-3-5 Absorptive Capability………………………………………………….58
3-4 Data Collection……………………………………………………………...… 59
3-5 Sample Description…………………………………………….........................60
3-6 CMV and Inter-rater Reliability………………………………………………..61
CHAPTER 4 ANALYSIS AND DISCUSSION……………..…………………..…62
4-1 Descriptive Analysis, Reliability and Validity………………………………....62
4-1-1 Reliability Test of Constructs..………………………………………...62
4.1.2 Validity Test of Constructs..……………………………………………62
4-2 ANOVA Analysis………………………………………………………………65
4-2-1 Ownership ………………………….………………………………….65
4-2-2 Headquarters Location………………….…………….………………..66
4-2-3 Subsidiary's Tenure in the Host Country……………………….…..… 67
4-2-4 Multinational Level………………………….……………………..… 68
4-3 Model Testing…………………………………………………………………..69
4-3-1 Model 1 Testing (Human Capital Theory)..…………………………....69
4-3-2 Model 2 Testing (Knowledge-Based View)……………………………72
4-4 Competing Models……………………………………………………………..75
4-5 Summaries of Interviews………………………………………………………79
4-5-1 Subsidiary Strategic Initiative………………………………………….80
4-5-2 TMT Entrepreneurial Leadership……………………………………...82
4-5-3 Entrepreneurial Culture……………………………………….……….84
4-5-4 Subsidiary Talent Management..............................................................86
4-5-5 Absorptive Capacity………………………………………….………..88
CHAPTER 5 CONCLUSION……………..……………………………………….89
5-1 Conclusion……………………………………………………………………..89
5-2 Theoretical Contributions……………………………………………………...91
5-3 Empirical Contributions……………………………………………………….93
5-4 Research Limitations and Recommendation for Future Researches…………..94
REFERENCE……………………………………………………………………….96
APPENDIX………………………………………………………………………...109

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