• International Commerce and Information Review
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• v.16 no.5
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• pp.203-221
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• 2014

This study examines the effect of external environments such as technological change and competitive intensity on HQ-subsidiary cooperation. It was empirically tested by a Korean sample to verify the validity of the research framework. The empirical result confirms that external environments increase the odds of HQ-subsidiary cooperation. The result also indicates that technology change and HQ-subsidiary cooperation are related. The data support that firms facing a high rate of technology change stress the relationship between headquarters and foreign subsidiaries. The result also confirms that competitive intensity directly influences HQ-subsidiary cooperation.

• International Commerce and Information Review
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• v.15 no.1
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• pp.117-134
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• 2013

This study examines the moderating effect of HQ-subsidiary cooperation on the relationships between standardization and on-time completion of new product development (NPD) and international new product rollout (INPR). It was empirically tested by a Korean sample to verify the validity of the research framework. The results show that the higher the HQ-subsidiary/agent cooperation, the stronger the effect of NPD timeliness on INPR timeliness. However, HQ-subsidiary cooperation does not moderate the relationship between standardization and INPR timeliness. Under conditions in which the subsidiary and headquarters have a positive relationship, open communications, and regular interactions, more successful new product development in terms of planned time schedule is strongly associated with a much faster introduction to overseas markets.

• International Commerce and Information Review
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• v.12 no.4
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• pp.303-325
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• 2010

This study concerns the identification of INPR process (i.e., antecedents, timeliness in new product development (NPD) and international new product rollout (INPR) and consequences) for international new product performance. It was empirically tested by a Korean sample to verify the validity of the research framework. The results show that cross-functional integration exhibited a statistically significant and positive effect on NPD timeliness. For the rapid development of new products, evidence is mounting in favor of cross-functional integration that facilitates both the quick dissemination and utilization of information. A higher level of marketing synergy was positively associated with a higher level of NPD timeliness. These findings suggest that marketing synergy plays a key role in enhancing NPD timeliness in South Korean manufacturing companies. The results also indicate that HQ-subsidiary cooperation was positively related to INPR timeliness. More comprehensive and varied information flows between HQ and subsidiary are likely to achieve product competitive advantage and then the latter may lead to international new product launch timeliness. However, technology synergy has no significant influence on NPD timeliness, implying that Korean manufacturers' managers do not recognize technology to be a major driving force, unlike Western manufacturers' managers. The findings also indicate that the positive effects of timeliness in INPR on international new product performance. It is important note that successful achievements of international new product success are likely to rely on INPR timeliness. Importantly, the results found that products developed within planned time frames are more likely to be rolled out into multi-markets on-time, resulting in higher levels of performance than when NPD completion is delayed.