The hybridization of local MNE production systems: The case of subsidiaries in India

This work is about the transfer and contextual constitution of organisational forms (specifically of production systems) in the subsidiaries of multinational enterprises (MNEs). The work suggests that subsidiaries are simultaneously embedded in a host country and parent company context as well as in a strategic and institutional context. It is argued that only if we consider strategic choices at the corporate and subsidiary level as well as the institutional and strategic context can we understand the contextual constitution of subsidiary production systems in MNEs. Empirically the work asks how and why the contextual constitution – i.e. the hybridization profile – of four MNE automobile subsidiaries in India differs.