This study develops a framework to propose how the differentiation of operational capabilities (coordination and configuration) and procedural justice fits to different subsidiary roles, and the relationship between the fit and the subsidiary performance. The findings are based on a survey of sixty-two foreign subsidiaries in Taiwan. The results indicate that (1) the operational capabilities and procedural justice of the top-performing subsidiaries can be differentiated according to their distinct strategic roles, and the differentiation exhibits an ideal profile for each role as shown in Fig. 2: (2) the extent to which a subsidiary fits the ideal profile associated with its role is positively related to the subsidiary's performance. The authors discuss the theoretical and managerial implications and provide some suggestions for the future study. (c) 2009 Elsevier Inc. All rights reserved.
