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8. Appendix 8.1. Interview guideline The following guideline was sent to each interviewee prior to the exchange and was used throughout the conduction of the semi-structured interviews. While the guideline allowed the interviewee to prepare for the discussion and the interviewer to structure his questions it did not seek to limit interview findings by any means. At the end of each interview the interviewee was further asked to answer a set of questions using a Likert scale. However, as most interviewees were hesitant to provide answer in such form due to potential sanctions of any kind from other MNC stakeholders the outcome was not used for the study. It should be further noted that the interview focus shifted from one case to another as findings from earlier cases urged the investi-gator to better understand certain aspects of subsidiary internationalization in the following cases.

Interview guideline

A. Description of the MNC and focal subsidiary Please provide a short overview about the MNC and subsidiary in focus (revenues, employees, geographical coverage, value-add, product range, organizational structure, inauguration date etc.). The aim of such introduction is to put the following case example into a larger context and to avoid potential misinterpretations.

B. Description of the international business opportunity in focus Please provide a short overview about the selected case of subsidiary internationalization. The overview should encompass type of opportunity, relevant dates with regards to the opportunity (identification, enactment, and exploitation), involved stakeholders, level of investment and/or resource requirements as well as outcome and current status of the initiative.

C. Identification of international business opportunity Chapter introduction

This chapter of the interview focuses on the initial part of the initiative, the identification of the international business opportunity. An international business opportunity is thereby defined as a foreign subsidiary’s possibility to expand its operations encompassing all value chain elements (R&D, sourcing, production, sales, after sales etc.) beyond its original host market. For any type of market expansion operational responsibility needs to be taken by the focal subsidiary.

Chapter questions

1) Where was the international business opportunity identified (focal subsidiary, other MNC units, MNC headquarter, other)?

2) How was the business opportunity for subsidiary internationalization identified? Please name the main drivers and potential restrictions throughout the identification process.

3) To what extend did internal (other MNC units) and / or external stakeholders (customers, suppliers, regulators, competitors etc.) influence the identification process?

D. Enactment of international business opportunity Chapter introduction

N. Lohr, Foreign Market Subsidiary Mandates, DOI 10.1007/978-3-658-02668-4, © Springer Fachmedien Wiesbaden 2014

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This chapter of the interview focuses on the activities that were initiated once the international business opportunity was identified. The question about how the opportunity was exchanged be-tween involved MNC units is thereby of particular interest.

Chapter questions

4) Following the opportunity identification for subsidiary internationalization what next steps were initiated (business case calculation, trials etc.)? What role did the different stakeholders (focal subsidiary, other MNC units, MNC headquarter) take in this process?

5) Had the focal subsidiary launched previous initiatives for market expansion? If yes, please comment on the nature and outcome of these initiative(s). If not, please state the reason for lacking prior initiatives.

6) In general, do you believe that belonging to an MNC increases or decreases the proclivity of local management to act upon business opportunities outside the host market?

E. Allocation of resources towards the identified business opportunity Chapter introduction

This chapter of the interview focuses on the HQ decision to grant responsibility to the focal sub-sidiary for exploitation of the identified business opportunity with or without additional resource demand. Understanding the headquarter reasoning for a decentralized market expansion strategy is thereby of particular interest.

Chapter questions

7) For what reason was the focal subsidiary mandated to exploit the opportunity as opposed to exploiting it centrally from the MNC headquarters?

8) To what extend was the decision a result of a new headquarter strategy to maximize local resource exploitation as opposed to following a rather opportunistic approach?

9) To what extend did the prevalence of country-specific advantages (culture, customer de-mand, regulation, financial / tax-related matters etc.) of the focal subsidiary influence the decision-making process at headquarter level?

10) Did the focal subsidiary depend on additional resources in order to exploit the identified international business opportunity? If yes, please state amount and type of resources that were requested and allocated.

11) When reflecting on the process of responsibility allocation, what are key facilitators for subsidiaries to obtain foreign market responsibility?

F. Exploitation of international business opportunities and outlook Chapter introduction

This chapter of the interview focuses on the actual implementation and the outcome of the market expansion, including the level of headquarter involvement as well as the steps that were taken or are planned following the implementation

Chapter questions

12) How was the market expansion step prepared? To what extend was personnel from other MNC units (other MNC subsidiaries, MNC headquarters) involved in this process? To

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what extend was experience from prior market expansions (1st and / or 2nd degree) lever-aged?

13) How was the market expansion implemented? To what extend was personnel from other MNC units, including headquarters, involved? To what extend was experience from prior market expansions (1st and / or 2nd degree) leveraged?

14) Do you view the implementation as a success or a failure? Please state the reasons for the outcome and steps that you would take differently given your current knowledge.

15) Following the implementation what next steps were initiated by the focal subsidiary and / or responsible headquarter? What are current medium to long-term plans?