Internal differentiation within multinational corporations
Article Abstract:
The internal regulatory structure of large, multi-unit, multi-national corporations is examined for homogeneity. The data gathered for 618 headquarters-subsidiary relations is based on a survey of 66 North American and European multi-nationals. Results indicate that subsidiaries' differing contextual conditions can be classified as: low environmental complexity and low local resource; low environmental complexity and high local resource; high environmental complexity and low local resource; and high environmental complexity and high local resource. The classifications each have their own 'fit' governance structures called hierarchical, federative, clan, and integrative, which are based on structural elements such as: formalization of systems and rules; centralization of authority; and normative integration of members.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1989
User Contributions:
Comment about this article or add new information about this topic:
Global strategic management: impact on the new frontiers of strategy research
Article Abstract:
Managers in many US-based multinational corporations have given lower priority to international operations than domestic operations, and this attitude has been reflected in the academic research. Researchers traditionally have treated international management research as a specialized and fairly esoteric subject. However, foreign competition has led managers and researchers to place more importance on international business and strategic management. The greatest effect of international strategic research may be its ability to interpret the changes in the global business environment.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1991
User Contributions:
Comment about this article or add new information about this topic:
Global strategy: an organizing framework
Article Abstract:
A conceptual framework for understanding the issues relevant to global business strategies is developed. The framework can be used to organize existing literature in the field. The framework is particularly aimed at managers of multinational corporations, for the purpose of synthesizing and relating the various perspectives on global strategic management.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1987
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: Three different strategies for controlling the motion patterns of the external load. Effects of age-related gait changes on the biomechanics of slips and falls
- Abstracts: Commercial banks rethink their consulting role. LBOs frustrate credit managers but few cancel credit. The Fed clamps down on daylight overdrafts: the effects on treasurers
- Abstracts: International electronic balance reporting is worth fighting for. Lockbox software provides data to be analyzed, not answers
- Abstracts: Entrepreneurial strategy making and firm performance: tests of contingency and configurational models. Consensus on strategy formulation and organizational performance: competitors in a fragmented industry
- Abstracts: Business unit relatedness and performance: a look at the pulp and paper industry. New venture strategies: an empirical identification of eight 'archetypes' of competitive strategies for entry