Multinational enterprise regional management centres: Characteristics and performance

Dwarka Chakravarty, Ying-Ying Hsieh, Andreas P.J. Schotter, Paul W. Beamish

Research output: Contribution to journal › Article

15 Citations (Scopus)

Abstract

In multinational enterprises (MNEs), regional management centres (RMCs) most frequently take the form of either dedicated regional headquarters (RHQs) or regional management mandates (RMMs) assigned to operating subsidiaries. We identify a series of critical differences in characteristics and performance between RHQs and RMMs, using a longitudinal sample of 855 Japanese RMCs across 41 countries. We also investigate parent-level differences between MNEs with distinct RMC configurations. We propose a structural complement to regional strategy extensions of the integration-responsiveness framework, and provide an important large sample baseline, aiding new theoretical and empirical research into MNE regional management strategy and structure.
LanguageEnglish
Pages296-311
JournalJournal of World Business
Volume52
Issue number2
Early online date3 Jan 2017
DOIs
Publication statusPublished - 1 Feb 2017

Fingerprint

Multinational enterprises
Mandate
Headquarters
Responsiveness
Empirical research
Management structure
Regional strategy
Subsidiaries
Management strategy

Cite this

Chakravarty, D., Hsieh, Y-Y., Schotter, A. P. J., & Beamish, P. W. (2017). Multinational enterprise regional management centres: Characteristics and performance. 52(2), 296-311. https://doi.org/10.1016/j.jwb.2016.12.011
Chakravarty, Dwarka ; Hsieh, Ying-Ying ; Schotter, Andreas P.J. ; Beamish, Paul W. / Multinational enterprise regional management centres: Characteristics and performance. 2017 ; Vol. 52, No. 2. pp. 296-311.
@article{4a595588260c4f1b9d8f71d2ac55b20f,
title = "Multinational enterprise regional management centres: Characteristics and performance",
abstract = "In multinational enterprises (MNEs), regional management centres (RMCs) most frequently take the form of either dedicated regional headquarters (RHQs) or regional management mandates (RMMs) assigned to operating subsidiaries. We identify a series of critical differences in characteristics and performance between RHQs and RMMs, using a longitudinal sample of 855 Japanese RMCs across 41 countries. We also investigate parent-level differences between MNEs with distinct RMC configurations. We propose a structural complement to regional strategy extensions of the integration-responsiveness framework, and provide an important large sample baseline, aiding new theoretical and empirical research into MNE regional management strategy and structure.",
author = "Dwarka Chakravarty and Ying-Ying Hsieh and Schotter, {Andreas P.J.} and Beamish, {Paul W.}",
note = "Compliant in UIR - evidence uploaded in 'Other files'",
year = "2017",
month = "2",
day = "1",
doi = "10.1016/j.jwb.2016.12.011",
language = "English",
volume = "52",
pages = "296--311",
number = "2",

}

Chakravarty, D, Hsieh, Y-Y, Schotter, APJ & Beamish, PW 2017, 'Multinational enterprise regional management centres: Characteristics and performance', vol. 52, no. 2, pp. 296-311. https://doi.org/10.1016/j.jwb.2016.12.011

Multinational enterprise regional management centres: Characteristics and performance. / Chakravarty, Dwarka; Hsieh, Ying-Ying; Schotter, Andreas P.J.; Beamish, Paul W.

Vol. 52, No. 2, 01.02.2017, p. 296-311.

Research output: Contribution to journal › Article

TY - JOUR

T1 - Multinational enterprise regional management centres: Characteristics and performance

AU - Chakravarty, Dwarka

AU - Hsieh, Ying-Ying

AU - Schotter, Andreas P.J.

AU - Beamish, Paul W.

N1 - Compliant in UIR - evidence uploaded in 'Other files'

PY - 2017/2/1

Y1 - 2017/2/1

N2 - In multinational enterprises (MNEs), regional management centres (RMCs) most frequently take the form of either dedicated regional headquarters (RHQs) or regional management mandates (RMMs) assigned to operating subsidiaries. We identify a series of critical differences in characteristics and performance between RHQs and RMMs, using a longitudinal sample of 855 Japanese RMCs across 41 countries. We also investigate parent-level differences between MNEs with distinct RMC configurations. We propose a structural complement to regional strategy extensions of the integration-responsiveness framework, and provide an important large sample baseline, aiding new theoretical and empirical research into MNE regional management strategy and structure.

AB - In multinational enterprises (MNEs), regional management centres (RMCs) most frequently take the form of either dedicated regional headquarters (RHQs) or regional management mandates (RMMs) assigned to operating subsidiaries. We identify a series of critical differences in characteristics and performance between RHQs and RMMs, using a longitudinal sample of 855 Japanese RMCs across 41 countries. We also investigate parent-level differences between MNEs with distinct RMC configurations. We propose a structural complement to regional strategy extensions of the integration-responsiveness framework, and provide an important large sample baseline, aiding new theoretical and empirical research into MNE regional management strategy and structure.

U2 - 10.1016/j.jwb.2016.12.011

DO - 10.1016/j.jwb.2016.12.011

M3 - Article

VL - 52

SP - 296

EP - 311

IS - 2

ER -

Chakravarty D, Hsieh Y-Y, Schotter APJ, Beamish PW. Multinational enterprise regional management centres: Characteristics and performance. 2017 Feb 1;52(2):296-311. https://doi.org/10.1016/j.jwb.2016.12.011

Access to Document