Multinational enterprise regional management centres: Characteristics and performance

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

Research output: Contribution to journalArticlepeer-review

35 Citations (Scopus)
745 Downloads (Pure)


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.
Original languageEnglish
Pages (from-to)296-311
Number of pages16
JournalJournal of World Business
Issue number2
Early online date3 Jan 2017
Publication statusPublished (in print/issue) - 1 Feb 2017


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